供應鏈整合策略聯盟模式之探索性研究

Autor: Jonathan chu, 褚宇
Rok vydání: 2003
Druh dokumentu: 學位論文 ; thesis
Popis: 91
Under current situation, which the structure of business model has changed due to technology development, the upstream and downstream of industry have to form a strategic alliances partnership of supply chain by means of closer combination to win over greater composite benefits, complement each other’s deficiency in technology and resources and enlarge the depth and width of supply capability. The study is trying to develop a structure of system for the model of integration between upstream and downstream of supply chains through expert interviews, literature and case studies and reach following objectives accordingly: 1. Explore the characteristics of model of strategic alliances of supply chains; 2. Explore the relationship and factors of integrative depth and width of strategic alliances in the process of development of strategic alliances for the industries’ reference in their practices. 3. Explore the problems and solutions we have to face in the integration of supply chains. 4. Analyze impacts and effects of inside and outside environments engendered by strategic alliances formed by members of supply chains. Through the eyes of contemporary top scholars like Michael Hammer and David Bovet, the study explores how well known international enterprises adapt themselves to rapid changes of industry and seek for new operation models. We can find that, in addition to concentrate their efforts on their own operation of core capabilities, these enterprises would more positively deploy the strategic alliances and bring in new sources of values by the integration of outlets. Any enterprise that emphasizes on the thinking of cost reduction and simplification of procedures can bring about excellent performance. After inducting views on characteristics of integration of strategic alliances among supply chains, we preliminarily found: 1. Characteristics of integration of strategic alliances: for the major outlet members, because they control the integrative factors of capability, so they can develop a new operation procedure and business model by means of reducing direct or indirect cost. For the professional outlet members who have to integrate factors through cooperation, no matter it is upstream and downstream outsourcing relationship or supply chains relationship formed by alliance of different industries, the integrative method must base on fair and reciprocal principles. They usually seek methods of expansion of business and reduction of cost on the basis of core capabilities and gradually derive labor division model and embryo form of virtual enterprise. 2. Collaborative prediction is the method to achieve the goal in substance. In order to reach accurate and timely exchange, we must seek precise demand of supply chain plan in the business partnership. That is, both parties can fully understand situation of business activities including quantity, level, time, location, etc. 3. There are four points of influences and benefits of internal and external environment: Information sharing - prevent past long time and intensive resources coordination and reports and enhance the efficiency of policy-making in integral operation and management. Stable cooperation - when an enterprise and their suppliers establish stable cooperative relationship, the enterprise will naturally reduce the numbers of suppliers to augment both parties’ interests and benefits of cost reduction. Improved customer service - so long as an enterprise can create new value service chains by creative operation model, there will be chances for the enterprise to stride beyond their own scope of services and horizon. Cost saving - after strategic alliances, both parties can achieve the goal of cost saving. To sum up the views on the characteristics of integration of strategic alliances of supply chains, we preliminarily found that the implementation of enterprise process reforms through electronization could bring the enterprise considerable benefits-effectively enhancement of the efficiency of supply chains through information sharing, together with the communication, efficiency and looking for right partner that are presented in the conclusion of Liu, Yueh-lin’s thesis “The Study of Analytical Structure of Integration of Merchandise Outlets” (1998)-are priorities for consideration in the key factors of the success of outlet integration and confirm to a certain extent the rapid communication and efficiency brought by information. Besides, the method of achieving the substantive goals of strategic alliances are prediction of collaboration-seek for precise supply chain plan in the relationship of business partners to reach accurate and timely exchange, that is, fully understand possibilities including quantity, extent, time, location and new commercial activities, etc. Furthermore, the members of supply chains provide visibility of demands by means of information system, abridge the gap among partners to remove the barrier of communication and speed up the information circulation among partners. The idea of virtual enterprise of Cisco (Case Six) and Taiwan Semiconductor Manufacturing Company (Case Seven) conforms to the views of factors of supply chain collaboration (Su Shong-Iee)-common interest, openness, mutual help, trust and sharing. In the meantime, on the subject of operation configurations of comparative outlets, we found that the integration of situation flows is the focus point of current development, followed by goods flows and business flows, fund flows and people flows if we observe from the angle of the source of values. It is our hope that this thesis could provide reference of direction and model of future development on the integration of members of supply chains. To sum up, in the cycle of integral evolution, after an enterprise defining the goal of value creation and confirming relationship management model among outlet members, there will emerge a trans-enterprise operation model. that will be followed by transition and agility, that is, each member concentrates on the growth of their core capabilities and further to derive supply chain system of virtual integration. This will further again to drive collaborative management model among members to augment dovetailing capability. At last, the know-how accumulated by members of supply chains during whole operation process will be the driving force for next integration and evolution of supply chains. Integration policy is established on the basis of value creation orientation. No matter whether they are major or professional outlet members, the key is value creation. Based on only enhancing value creation of each member of supply chains, an enterprise stands on the start point to success. In conclusion, the research wishes to emphasize that for supply chain systems, the integration of strategic alliances has to reduce inefficient operation procedure, fully share information, mutually trust each other and pursue common interests among internal members while for external customers, it has to take value services as an orientation, win over affirmation and resources input to facilitate the benign cycle. Building up a win-win model between parties is the key of successful model. For the industries which are practicing strategic alliances, the research suggests adopting strategic out-sourcing development direction. The industries should define the real core values for themselves to allow the enterprise to concentrate their efforts on allocation of resources, coordination and control of priorities and with the help of the set-up of e-commerce system to solve the problems of efficiency of "out-sourcing for division of labour" and coordination and communications. In the meantime, the strategic alliances will quickly change traditional multi-tier outlets in the past into single-tier outlet. Furthermore, through shortening the length or speeding up the passage of various operation process, an enterprise can reach goal of quick response to customer''s demand.
Databáze: Networked Digital Library of Theses & Dissertations
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