政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/152006
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113311/144292 (79%)
Visitors : 50916346      Online Users : 785
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/152006
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/152006


    Title: 企業供應鏈韌性的提升:供應鏈進階規劃平台比較分析與選擇策略
    Enhancing Resilience in Supply Chain: Advanced Supply Chain Planning Platforms Analysis and Selection Strategy
    Authors: 張寬渝
    Jhang, Kuan-Yu
    Contributors: 洪叔民
    Horng, Shwu-Min
    張寬渝
    Jhang, Kuan-Yu
    Keywords: 供應鏈管理
    供應鏈韌性
    供應鏈風險
    進階供應鏈規劃與排程
    AHP 層級分析法
    系統選擇策略
    供給計畫
    需求計畫
    製造業
    新冠肺炎
    Supply Chain Management
    Supply Chain Resilience
    Supply Chain Risk
    Advanced Planning and Scheduling (APS)
    Analytic Hierarchy Process (AHP)
    System Selection Strategy
    Supply Planning
    Demand Planning
    Manufacturing
    COVID-19
    Date: 2024
    Issue Date: 2024-07-01 12:23:08 (UTC+8)
    Abstract: 在新冠肺炎對全球供應鏈造成重大的影響後,「供應鏈斷鏈」的議題不斷地被許多企業討論著,新聞媒體、報章雜誌上經常可以看見供應鏈斷鏈的事件,也因此,企業對於供應鏈的重視程度大幅上升。面對供應鏈的風險事件、企業不再依賴過去的保守應變策略,而是轉向主動採取預防措施。無論是主動預防供應鏈風險事件,或在面臨風險事件後恢復企業營運,企業對整個供應鏈資訊的掌握程度幾乎可以說是成功的關鍵。
    當前,供應鏈競爭日益複雜,隨著全球化的發展,供應鏈節點增多,資訊變得更加複雜。僅掌握企業內部資訊遠不夠,企業在當前競爭環境中脫穎而出的關鍵是對整個供應鏈資訊流的掌握。資訊流不僅代表企業與合作夥伴之間的運作方式和流程,還影響整個供應鏈的運作效率和效益。其中,由於企業資源規劃(Enterprise Resource Planning, ERP)系統在進行供應鏈進階規劃時具有一定的限制性,且目前企業幾乎都仰賴線下人工進行規劃與計算,因此近年來(特別是自2020年新冠肺炎疫情後),進階規劃和排程(Advanced Planning and Scheduling, APS)系統已成為供應鏈領域的熱門話題。APS 是供應鏈資訊整合上必須的資訊應用系統,然而,對企業來說,APS 的投資金額並不小,市場上有這麼多 APS 系統,該使用哪一家企業所提供的系統,便成為了企業在做策略規劃時的一大挑戰。
    本研究以供應鏈風險事件為基礎,探討企業可能會面臨的風險事件,並深入研究企業如何透過整合APS系統來提高供應鏈的可視性和韌性。同時,本研究還關注如何選擇最適合企業內部需求的 APS系統。
    After global events like trade wars and the COVID-19 pandemic, "supply chain disruptions" have become a widely discussed issue among enterprises. Media outlets frequently cover supply chain disruptions, highlighting the increased awareness and importance of supply chain management for businesses. Enterprises are no longer solely reliant on conservative contingency plans but are actively implementing preventive measures in response to these risks. Mastery of the entire supply chain information is now considered crucial for success, whether it involves proactively preventing supply chain risk events or recovering business operations following such events.
    Supply chain competition has become increasingly complex, with globalization leading to a proliferation of supply chain nodes, resulting in more intricate information flows. Merely accessing internal enterprise information is no longer sufficient; mastering the entire supply chain information flow is essential for standing out in the current competitive environment. This information flow not only represents operational methods and processes between enterprises and their partners but also impacts the efficiency and effectiveness of the entire supply chain operation. Advanced Planning and Scheduling (APS) systems have gained prominence in the field of supply chain management, particularly since the onset of the COVID-19 pandemic in 2020. APS plays a critical role in integrating supply chain information, but choosing the right system poses a significant challenge for enterprises due to the substantial investment and numerous options available in the market.
    This study is centered on supply chain risk events, examining the potential risks enterprises may face and exploring methods to enhance supply chain visibility and resilience through APS system integration. Additionally, the study focuses on selecting the APS system that best aligns with the internal needs of the enterprise.
    Reference: 楊書菲. (2021, November 17). 韌性供應鏈發展趨勢與臺灣的因應對策. 國際經濟貿易服務網. https://wto.cnfi.org.tw/news_detail.php?c_id=50455
    闻超, & 黎小平. (2007). 基于 ERP 与 APS 集成模型的协同供应链计划研究. 管理学报, 4(12), 31-36.
    Ayers, J. B. (2001). Handbook of supply chain management. Boca Raton, FL: The St. Lucie Press/APICS Series on Resource Management.
    Carpenter, S., Walker, B., Anderies, M., & Abel, N. (2001). From metaphor to measurement: Resilience of what to what? Ecosystems, 4(8), 765-781.
    Chow, D., & Heaver, T. (1999). Logistics strategies for North America (3rd ed.). In Global logistics and distribution planning.
    Christopher, M., & Peck, H. (2004). Building the resilient supply chain. The International Journal of Logistics Management, 15(2), 1-14.
    Christopher, M., & Peck, H. (2004). The five principles of supply chain resilience. Logistics Europe, 12(1), 16-21.
    Davis, T. (1993). Effective supply chain management. Sloan Management Review, 34, 35-35.
    de Kok, T. G., & Fransoo, J. C. (2003). Planning supply chain operations: Definition and comparison of planning concepts. In Handbooks in Operations Research and Management Science (Vol. 11, pp. 597-675).
    Elangovan, D., Sundararaj, G., Devadasan, S. R., & Karuppuswamy, P. (2011). Development of futuristic supply chain risk management pilot strategies for achieving loss reduction in manufacturing organisations. World Journal of Entrepreneurship, Management and Sustainable Development, 6(1/2), 39-51.
    Fleischmann, B., & Meyr, H. (2003). Planning hierarchy, modeling and advanced planning systems. In Handbooks in Operations Research and Management Science (Vol. 11, pp. 455-523).
    Gupta, A., & Maranas, C. D. (2003). Managing demand uncertainty in supply chain planning. Computers & Chemical Engineering, 27(8-9), 1219-1227.
    Harland, C., Brenchley, R., & Walker, H. (2003). Risk in supply networks. Journal of Purchasing and Supply Management, 9(2), 51-62.
    Helo, P., Suorsa, M., Hao, Y., & Anussornnitisarn, P. (2014). Toward a cloud-based manufacturing execution system for distributed manufacturing. Computers in Industry, 65(4), 646-656.
    Holling, C. S. (1973). Resilience and stability of ecological systems. Annual Review of Ecology and Systematics, 4, 1-23.
    Hosseini, S., Ivanov, D., & Dolgui, A. (2019). Review of quantitative methods for supply chain resilience analysis. Transportation Research Part E: Logistics and Transportation Review, 125, 285-307.
    Jüttner, U. (2005). Supply chain risk management: Understanding the business requirements from a practitioner perspective. The International Journal of Logistics Management, 16(1), 120-141.
    Jüttner, U., & Maklan, S. (2011). Supply chain resilience in the global financial crisis: An empirical study. Supply Chain Management: An International Journal, 16(4), 246-259.
    Jüttner, U., Peck, H., & Christopher, M. (2003). Supply chain risk management: Outlining an agenda for future research. International Journal of Logistics: Research and Applications, 6(4), 197-210.
    Langley, C., Coyle, J., Gibson, B., Novack, R., & Bardi, E. (2008). Managing supply chains: A logistics approach. Canada: South-Western Cengage Learning.
    Li, Z., & Ierapetritou, M. G. (2010). Rolling horizon based planning and scheduling integration with production capacity consideration. Chemical Engineering Science, 65(22), 5887-5900.
    Manuj, I., & Mentzer, J. T. (2008). Global supply chain risk management strategies. International Journal of Physical Distribution & Logistics Management, 38(3), 192-223.
    Man-Yi, T., & Xiao-Wo, T. (2006). The further study of safety stock under uncertain environment. Fuzzy Optimization and Decision Making, 5, 193-202.
    Matsuo, H. (2015). Implications of the Tohoku earthquake for Toyota's coordination mechanism: Supply chain disruption of automotive semiconductors. International Journal of Production Economics, 161, 217-227.
    Meyr, H., Rohde, J., Stadtler, H., & Sürie, C. (2000). Supply chain analysis. In Supply Chain Management and Advanced Planning: Concepts, Models, Software and Case Studies (pp. 29-56). Berlin, Heidelberg: Springer Berlin Heidelberg.
    Namdar, J., Li, X., Sawhney, R., & Pradhan, N. (2018). Supply chain resilience for single and multiple sourcing in the presence of disruption risks. International Journal of Production Research, 56(6), 2339-2360.
    Nobari, A., Kheirkhah, A., & Esmaeili, M. (2019). Considering chain-to-chain competition on environmental and social concerns in a supply chain network design problem. International Journal of Management Science and Engineering Management, 14(1), 33-46.
    Ponis, S. T., & Koronis, E. (2012). Supply chain resilience: Definition of concept and its formative elements. The Journal of Applied Business Research, 28(5), 921-935.
    Ponomarov, S. Y., & Holcomb, M. C. (2009). Understanding the concept of supply chain resilience. The International Journal of Logistics Management, 20(1), 124-143.
    Rezapour, S., Farahani, R. Z., & Pourakbar, M. (2017). Resilient supply chain network design under competition: A case study. European Journal of Operational Research, 259(3), 1017-1035.
    Rudberg, M., & Cederborg, O. (2011). APS for tactical planning in a steel processing company. Industrial Management & Data Systems, 111(4), 608-628.
    Saaty, T. L. (1977). A scaling method for priorities in hierarchical structures. Journal of Mathematical Psychology, 15(3), 234-281.
    Schneeweiss, C. (2003). Distributed decision making: A unified approach. European Journal of Operational Research, 150(2), 237-252.
    Sheffi, Y., & Rice Jr, J. B. (2005). A supply chain view of the resilient enterprise. MIT Sloan Management Review.
    Sheffi, Y., Rice Jr, J. B., Fleck, J. M., & Caniato, F. (2003, June). Supply chain response to global terrorism: A situation scan. In Center for Transportation and Logistics, MIT, Department of Management, Economics and Industrial Engineering, Politecnico di Milano, EurOMA POMS Joint International Conference (pp. 1-6).
    Subrahmanyam, S., Pekny, J. F., & Reklaitis, G. V. (1994). Design of batch chemical plants under market uncertainty. Industrial & Engineering Chemistry Research, 33(11), 2688-2701.
    Tummala, R., & Schoenherr, T. (2011). Assessing and managing risks using the supply chain risk management process (SCRMP). Supply Chain Management: An International Journal, 16(6), 474-483.
    Tuncel, G., & Alpan, G. (2010). Risk assessment and management for supply chain networks: A case study. Computers in Industry, 61(3), 250-259.
    Vaidya, O. S., & Kumar, S. (2006). Analytic hierarchy process: An overview of applications. European Journal of Operational Research, 169(1), 1-29.
    Walker, B. H. (2020). Resilience: What it is and is not. Ecology and Society, 25(2), 11.
    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    111363006
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0111363006
    Data Type: thesis
    Appears in Collections:[MBA Program] Theses

    Files in This Item:

    File Description SizeFormat
    300601.pdf777KbAdobe PDF0View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback