政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/35465
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113318/144297 (79%)
造訪人次 : 50983841      線上人數 : 953
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/35465


    題名: 全球供應鏈實踐過程中柔性能力之研究―以利豐集團為例
    作者: 宋四君
    貢獻者: 季延平
    宋四君
    關鍵詞: 供應鏈管理
    供應鏈柔性
    柔性策略框架
    個案研究
    supply chain management
    flexibility of the supply chain
    flexibility of organizational structure
    日期: 2007
    上傳時間: 2009-09-18 15:05:25 (UTC+8)
    摘要: 二十世紀末期，跨國企業對供應鏈管理的價值、效率、協作三大核心問題進行再造，例如：以創新與速度提升需求的最終價值，以精益生產增進效率(成本、品質)，以互信取代採購價格壓縮，並藉此進行供應鏈協作整合。然而眾多業者在上述再造過程中，卻發現由於供應鏈及其參與者組織體系過於龐大與僵硬，導致整體綜效難以發揮。經學術界與產業界探討後，對於如何提升與供應鏈各參與者的適應力、變革力所緊密相關的柔性能力，實有深入探討之必要，而其研究範圍亦自生產作業的柔性層次，提升至組織結構、文化、策略等柔性範疇，學者與業界更嘗試藉此研究建立有效柔性策略框架，作為鞏固並強化供應鏈綜效藍圖。

    本研究即以探討全球供應鏈之柔性能力為命題，並以四次入選哈佛個案之模範生－利豐集團為例，進行個別研究。迄自確定研究問題、建構理論、選擇個案為起始，續以理論命題形成資料蒐集計畫、組織研究架構、資料定義驗證為過程，終以結論與建議為總結。本研究就所蒐集之利豐近15年來的檔案紀錄(年報、半年報、通函等)、公開出版品、訪談與演講記錄等資訊，對比Volberda(1998)研究所歸納之33項供應鏈柔性檢視指標分析，茲獲得以下結論：

    1. 利豐集團對其分布於全球40個國家，65個辦事處的龐大組織，進行端對端、面向最寬廣的供應鏈整合，此行為符合Volberda所指：處於動態、複雜、不可預測的超競爭環境，必需建設充分的柔性混合能力。

    2. 利豐集團以需求拉動為原動力，致力加長前置期、進行全球分散生產、追求規模經濟效益，並將庫存留置於上游vendor，並將上述作為柔性管理的主要任務，此種作法已具備高度的結構與策略柔性。

    3. 利豐集團以客戶為中心，將組織層級予以扁平化，同時賦予業務部門營運自主權，讓員工得以在內部創業，此外還提倡共享價值觀，並建立透明的人資結構，來完善其組織設計。為建立長遠基業，利豐更規劃風險投資為產品線與人才的填補空間，以公司併購的途徑加速供應鏈網的編織。由此可見，利豐集團對組織設計已為柔性混合提供充的潛能，以適應動盪的環境。

    4. 利豐集團一方面堅守完整的決策控制權、嚴密監控財務及營運程序，另一方面卻對業務部門廣為授權，並要求以誠信鞏固供應鏈的夥伴關係，可說是以剛柔並濟為本質，並建立因時、因地、因事制宜的剛柔混合策略。

    5. 就33項檢視指標對比分析後，本研究指出：利豐供應鏈在技術、結構、文化範疇，具備充分的柔性能力；而學者Volberda所歸納之西方供應鏈柔性理論亦可適用於東方企業之柔性建設。
    In the Late 20th Century, transnational enterprises had re-engineering at value, efficiency, and cooperate of supply chain management (SCM). For example: Using innovation and speed improve the final value of needs, promote efficiency by lean production, replace beat the price down with mutual trust and combine the cooperation of supply chain. However, many enterprises found it’s hard to produce the synergy during re-engineering, because of the huge and stiff organization. The adaptive and change capacity of worldwide supply chain participants became more and more important, and the scope of research was from the flexibility of operation-level to the flexibility of organizational structure, culture and strategy. The scholar and industry attempt to probe into and set up the effective flexible strategy frame as consolidating and strengthening the blueprint of synergy in supply chain.

    　　This research is to probe into the flexibility of worldwide supply chain, and use the Li & Fung Group doing a case study report. It includes confirming the research questions, building theory, choosing the case, collecting data, organizing the research structure, verifying data and giving conclusions and suggestions. Compare information such as files of Li & Fung Group in recent 15 years, publications, interviews, speech records etc. to 33 items of flexibility of supply chain examined indicator which Volberda studied, we can obtain the following conclusions:

    　　First, there are 40 countries in the world and 65 offices in the Li & Fung Group, and doing end-to-end and most broad supply chain combination, which accord with Volberda’s view that must build abundant mix of flexibility in dynamic, complicated, unpredictable super-competitive environment.

    Second, Li & Fung Group took demand－pull as motivity, and devoted to increasing leading time, carrying on the whole world disperse production, pursuing scale economic benefits and leaving the stocks in upper course. We found Li & Fung Group already had high flexibility in structure and strategy.

    　　Third, Li & Fung Group regards customer as the center, they have a flat-organization, give operational autonomy to sales department, let the staff internal start-up, using sharing the values and open human resources structure to perfect its organizational design. In order to build a long-term corporate, Li & Fung Group use risk investment filling in the space of product line and talent, and use merger to expand supply chain network size. We find the organizational design of Li & Fung Group can adapt to the dynamic environment.

    　　Fourth, on one hand Li & Fung Group stand at intact decision control power, and control tightly to the financial and operational procedure, but authorize sales by a wide margin on the other hand. Honest supply chain partnership is the base of androgyny.

    　　After comparing and analysing through 33 items, this research is pointed out that there is abundant flexible ability in technology, structure, culture in the supply chain of Li & Fung Group. Volberda’s flexible theory of the supply chain which used in eastern enterprises can be used in west too.
    參考文獻: 一、英文部分
    1.Aaker, A. D. and Mascarenhas, B. (1984). The Need for Strategic Flexibility. The Journal of Business Strategy, pp.74-82.
    2.Ansoff, H. I. (1965). Corporate strategy, New York: McGraw-Hill.
    3.Ansoff, H. I. and Brandenburg, R.G. (1971). A Language for Organization Design: Parts I and II. Management Science, Vol. 17, No. 12.
    4.Bahrami, H. (1992). The Emerging Flexible Organization: Perspectives from. Silicon Vally. California Management Review, 34(4).
    5.Castrogiovanni, B. J. (1991). Environmental Munificence: A Theoretical
    Assessment Academy of Management Review, 16, pp.542-565.
    6.Chandler, A. (1962). Strategy and Structure, Cambridge: MIT Press.
    7.D’Aveni, R.and Gunter, R. (1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering, New York: The Free Press, pp.246.
    8.Eppink, J. D. (1978). Planning for strategic flexibility. Long Rang Planning, 11: 9- 15.
    9.Galunic, D. C. and Eisenhardt, K. M. (1996). The evolution of intracorporate domains: Divisional charter losses in high-technology, multidivisional corporations. Organization Science, 7(3), pp.255-282.
    10.Henderson, R. and I. Cockburn (1994). Measuring Competence? Exploring Firm Effects in Pharmaceutical research. Strategic Management Journal, 15, Special Issue, pp.63-84.
    11.LeCompte M. D. and Preissle J. (1993). Ethnography and qualitative design in educational research(2nded), London: Academic press, Inc.
    12.Merriam, S. B. (1988). Case study research in education. Thousand Oaks, CA: Sage.
    13.Patton, M. Q. (1990/1999). Qualitative evaluation and research methods(2nd ed).吳芝儀、李奉儒（譯）。質的評鑑與研究。台北：桂冠。
    14.Porter, M. E. (1980). Competitive strategy, New York: Free Press.
    15.Sanchez, R. (1993). Strategic flexibility, firm organization, and managerial work in dynamic market: A strategic options perspective. Advance in Strategic Management, 9: pp.251-291.
    16.Scott, B. W. (1965). Long Range Planning in American Industr,. New York: American Management Association.
    17.Shank, J. K. and Govindarajan, V. (1993). Strategic cost management: The new tool for competitive advantage,. New York: The Free Press.
    18.Stake, R. E. (1995). The art of case study research, CA: Sage.
    19.Tushman, M.L. and Anderson, P. (1986). Technological Discontinuities and Organization Environments. Administrative Science Quarterly, 31, pp.439-465.
    20.Volberda, H. W. (1999). Building The Flexible Firm, New York: Oxford University Press.
    21.Womack, J.P., Jones D.T. and Roos D. (1990). The Machine That Changed The World, New York：Rawson Associates.
    22.Womack J.P. and Jones D.T. (2004). “Lean Thinking” (鍾漢清譯，2004，精實革命，經濟新潮社。)
    23.Weick, K. E. (1979). The social psychology of organizing, Reading MA：Addison-Wesley.
    24.Yin, R. K. (1994/2001). Case study research: Design and methods (2nd ed), CA: Sage.
    二、中文部分
    1.王文科(1995), 教育研究法, 台北:五南
    2.邱憶惠 (1999), 個案研究法：質化取向, 教育研究，7，P113-127
    3.胡幼慧、姚美華(1996), 民族誌研究法及實例。載於胡幼慧（主編），質
    性研究－理論方法及本土女性研究實例, 台北:巨流
    4.陳萬淇 (1992), 個案研究法, 台北:華泰
    5.陳李綢 (2000), 個案研究（再版）,台北:心理出版社
    6.陳伯璋 (1989), 教育研究方法的新取向：質的研究方法, 台北:南宏圖書公司
    7.黃政傑(1991), 研究倫理。載於黃光雄、簡茂發主編，教育研究法, 台北:師苑
    8.葉重新 (2001), 教育研究法, 台北：心理出版社
    9.潘慧玲 (2004), 教育研究的取徑：概念與應用, 高等教育文化事業有限公司
    10.瓊.馬格麗塔(Joan Magretta) (1998), 馮國經訪談錄, 哈佛商業評論
    11.利豐研究中心(2005) , 利豐集團 —供應鏈管理的實戰經驗分享
    12.馮國經談「利豐經驗」2005/09/23
    http://blog.sina.com.tw/kjscu/article.php?pbgid=10843&entryid=5259
    13.利豐:從百年掮客到企業偶像 (黃河發, 2007/06/21) http://big5.southcn.com/gate/big5/www.southcn.com/weekend/economic/200706210026.htm
    14.香港利豐集團, (天下雜誌 5月)
    http://www.cw.com.tw/cw1000/2007/member/cr2_3_3.jsp
    15.利豐集團:在“平”的世界中管理供應鏈 (新財富, 2007/07/15)
    http://business.sohu.com/20070813/n251562843.shtml
    16.利豐有限公司2004年年報
    http://www.lifunggroup.com/L&FGTraditional/management/management01.htm
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    94932403
    96
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0094932403
    資料類型: thesis
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    240301.pdf64KbAdobe PDF21380檢視/開啟
    240302.pdf173KbAdobe PDF21463檢視/開啟
    240303.pdf183KbAdobe PDF21559檢視/開啟
    240304.pdf49KbAdobe PDF21289檢視/開啟
    240305.pdf67KbAdobe PDF21108檢視/開啟
    240306.pdf92KbAdobe PDF21335檢視/開啟
    240307.pdf228KbAdobe PDF21523檢視/開啟
    240308.pdf664KbAdobe PDF24166檢視/開啟
    240309.pdf509KbAdobe PDF297179檢視/開啟
    240310.pdf1270KbAdobe PDF210475檢視/開啟
    240311.pdf430KbAdobe PDF22762檢視/開啟
    240312.pdf127KbAdobe PDF23424檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    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 ©   - 回饋