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| Title: | 台商於中東歐之供應商管理政策探討：權力比與態度之影響
A case study of supplier management policy of Taiwanese company in Central and Eastern Europe (CEE): The impact of power ratio and attitude |
| Authors: | 李玫嬛
Lee, Mei-Hsuan |
| Contributors: | 羅明琇
Lo, Ming-Shiow
李玫嬛
Lee, Mei-Hsuan |
| Keywords: | 供應商管理
管理權力
管理態度
第三方供應商管理單位
中東歐市場
Supplier management
Buy-supplier power
Management attitude
Third-party institution
Central and Eastern Europe |
| Date: | 2018 |
| Issue Date: | 2019-06-03 13:07:26 (UTC+8) |
| Abstract: | 隨著國際化的腳步，為了更快速回應西歐市場的需求以及善用中東歐勞工與投資利益，台商紛紛採用跨國化經營的方式進入中東歐，有些企業透過併購當地公司，有些則以直接設廠的方式進行在地化經營，然而，新的市場中擁有新的供應商，不能完全沿用原本在台灣的供應商管理政策，而需透過調整原有管理辦法以及順應當地外部環境的方式，在新市場進行有效率的供應商管理。因此，本研究欲探討台商進入中東歐市場時，因應不同的環境與條件前提，所採取不同的供應商管理政策。本研究採行個案研究法，訪談一家製造業之個案公司，對於該企業進行深度了解，並進一步探討該個案在台灣以及中東歐地區的供應商管理異同。
本研究發現，台灣與中東歐地區對於供應商的權力比都有較大與較小的情況，因為該產業中都擁有長期經營的大型品牌公司，在整體供應鏈中處於主導地位，擁有較高的議價能力，使得其上下游的供應鏈夥伴對其資源依賴性高，亦擁有規模較小型的供應商，缺乏關鍵性資源並沒有足夠的資源與能力，因此在供應鏈中擁有的權力較小，此外，本研究也發現中東歐市場通常仰賴第三方供應商管理單位的認證與評估，且台灣母公司對於中東歐市場的不熟悉，以及對於該地區負責管理者的下轄權力有限，因此於中東歐對於供應商管理的態度呈現較消極被動，台灣則擁有特定的單位進行定期的稽核與評估，並會派遣人員協助與支援供應商改善與提升其產能品質與表現，管理態度呈現較積極主動。
本研究對學術上的貢獻是更進一步了解台灣地區較不熟悉的第三方供應商管理單位所適用的情況與地理範圍，並整理與分析出第三方單位對於企業進行供應商管理態度之影響，進而影響企業選擇不同的供應商管理政策，提供未來欲進入中東歐市場的台商，或欲採用第三方供應商管理單位的企業一個參考的依據。
As an effect of globalization, to rapidly respond to the needs of Western Europe, and to wisely take advantage of investment incentives in Central and Eastern Europe (CEE), Taiwanese corporations entered the market of CEE. Some of them adopted a localization strategy through mergers and/or acquisitions, and others directly established new factories in CEE. However, since there are different suppliers in new markets, Taiwanese corporations are not able to completely follow the supplier management policy of Taiwan when they enter the new market. Therefore, adjusting management regulations in response to local environments and enhancing the efficiency of supplier management are vital tasks for Taiwanese corporations entering CEE. This research is based on a case study of a company in the electronics industry. By analyzing this interviewed company, the research evaluates the difference between supplier management policies in Taiwan and CEE countries.
The research found that the power ratios of buyers and suppliers in both Taiwan and the CEE area are not always smaller than one or bigger than one. When it comes to sizable international companies, they are dominant in supplier chain management, so they have higher bargaining power. Other smaller companies lack the crucial resources and the capabilities to do the same; they have to rely on bigger supplier partners and have lower bargaining power. Still, the result also indicates that because Taiwanese corporations are not familiar with CEE markets and tend to depend on third parties to evaluate and audit suppliers, and also adopt centralized management systems, supplier management attitudes toward CEE countries are passive. Since Taiwan is used to choosing and auditing suppliers of its own and is willing to assist and support suppliers to help them enhance performance and quality, supplier management attitudes toward Taiwan area are positive.
The academic contribution of this research is to further understand the application of supplier management via third parties. This research analyzes the impact of third parties on supplier management attitudes, and offers a reference for Taiwanese corporations that are eager to enter the CEE market in the future or that want to adopt third parties for their supplier management responsibilities. |
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| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363019 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0105363019 |
| Data Type: | thesis |
| DOI: | 10.6814/THE.NCCU.MBA.024.2019.F08 |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
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