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    題名: 以零件類別考量，從中心廠角度探討跨國供應鏈策略－以台灣自行車產業為例
    Discuss the international supply chain from the perspective of Central Factory, based on categories of component：Taiwanese bicycle industry as example
    作者: 江哲毅
    貢獻者: 羅明琇
    Lo, Sonia M.
    江哲毅
    關鍵詞: 供應商選擇組合的進入模式
    跨國供應鏈
    產業群聚
    自行車產業
    Supplier Portfolio Entry Model
    International Supply Chain
    Industrial Cluster
    Bicycle Industry
    日期: 2015
    上傳時間: 2016-02-15 10:06:42 (UTC+8)
    摘要: 近年來，政府大力推行台商返鄉投資已引起不小迴響。回顧台商的跨國移動，經營者們不斷追尋各地的優勢條件，投入廠房設備生產具競爭力的產品，期望建立最適切的跨國供應鏈。本研究以供應商選擇組合的進入模式理論作為核心，探討企業在建構跨國供應鏈時，如何就不同零件性質考量選擇適合的進貨來源，讓供應鏈得以順利運作，例如透過母廠自製、本地廠商外包，甚至進口等方式，進行供應鏈佈局的策略探討。

    本研究選定自行車產業做為研究對象，原因為台灣自行車產業已發展出中心協力工廠體系的產業群聚型態，透過觀察成車廠深化的夥伴關係，主導零件廠策略走向，進行跨國境的產業鏈移轉與發展。本研究以台灣自行車產業的兩大龍頭廠商，捷安特與美利達，為資料收集對象，並蒐集台灣廠進貨數據資料進行分析。

    根據訪談資料之研究結果，本研究從兩成車廠過去的發展軌跡，整理出企業評估跨國供應鏈建置時的考量因素，從市場、地理區域層面思考利基點，再透過軟硬兼施的兩面手段，拉攏各種來源的供應商，以解決對岸早期供應鏈資源匱乏的困境。本研究接著整理A-Team組織的成效，它改變了台灣自行車的產業體質，訂定走向發展自有品牌的高單價路線，也讓兩岸供應鏈配置出現分野，大陸重視量產能力，台灣重視品質質量。最後本研究比較兩成車廠發展狀況，找出兩間企業在跨國供應鏈管理上的差異點，例如美利達採行整合兩岸供應鏈資源策略，捷安特則以貼近市場、當地供應等原則，供應鏈獨立發展。

    本研究亦透過進貨資料分析，以技術門檻、進貨金額、本地進貨比率等三項指標，修改原供應商選擇組合的進入模式模型，藉此歸納出美利達台灣區進貨零件的三類群組特性，以及台灣一般平均成車廠進貨零件的兩類群組特性。除有多產品線、專利權保護等特殊零件外，其餘技術門檻與進貨金額皆低者，適合從本地進貨，反之需仰賴國外資源。

    本研究證實供應商選擇組合的進入模式有實際運用價值，但操作上需依照不同條件狀況，修正零件分類標準，並尋找能取代第二階段的需求線的指標。此外本研究針對國內有意拓展海外供應鏈的自行車成車廠、零件廠，以及其他製造產業，分別給予不同意見，期待藉由系統性的工具輔助，企業可建構出體質健全之供應鏈。然而，本研究面臨的限制為只站在成車廠本位思考，忽略零件廠商的利益思考，因此未來的研究方向，可從零件廠商的角度，再比較兩者利益是否一致。
    During the past few years, Taiwanese government have introduced home-coming investment policy, which is supported by many oversea Taiwanese entrepreneurs. For these businesses, that are always moving internationally in order to find the most suitable place to ensure a complete supply chain. In this research, “supplier portfolio entry model” is used to drive the international supply chain strategy, such as homemade or outsourcing etc., in the aspect of different categories of component.

    Bicycle industry is focused, due to that bicycle industry in Taiwan has develop a center-satellite system, where assembly factories dominate their suppliers for international strategy development by deep partnership can be observed. Furthermore, it was an honor to invite the top two bicycle assembly factories in Taiwan, Merida and Giant, for data collection.

    According to research result, it is observed businesses evaluate their international supply chain in the view of geographic benefit and market demand, then solicit suppliers in Taiwan, this is to transfer by using both carrot and stick for the purpose to solve the problem of the lack of supply chain resource in China. Besides, effects of A-Team are elaborated, which upgrades Taiwanese bicycle industry, making its product become quality and fostering its own brand. Henceforth, Chinese factories focus on production quantity and Taiwanese factories on quality. In which this research compare the difference of Merida and Giant in the way of how they run their international supply chain. For example, Merida tends to leverage its supply chain resource between Taiwan and China; on the other hand, Giant is inclined to keep its supply chain independent.

    In addition, this research modify the supplier portfolio entry model by using new index. The factors are technical threshold, the amount of component sourcing and local sourcing rate. With these, Merida’s component suppliers are categorized into three different types and two categorize for Taiwanese bicycle industry. With exception for the product with diverse product-line or under property right protection, this research suggest low technical components source from local suppliers and high technical ones purchase from foreign company.

    In conclusion, this research confirms practical effects of supplier portfolio entry model. However, whether to modify original index depends on different situations. Moreover, this research provide suggestions for those who plan to deploy international supply chain, such as assembly factory, component manufacturer and other Taiwanese manufacturing. And these suggestions would help Taiwanese business strengthen their supply chain. In the end, the research points out restriction as that outcome with the view of assembly factory ignoring opinions from component manufacturer. Consequently, recommendation for further research can expand in component manufacturer’s shoes and then compare results.
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    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    102363070
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0102363070
    資料類型: thesis
    顯示於類別:[企業管理研究所（MBA學位學程）] 學位論文

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