衛浴五金產業全球運籌模式研究-以個案公司為例

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Title:	衛浴五金產業全球運籌模式研究-以個案公司為例
Other Titles:	Research on Global Logistic Management Model --A Case Study in Sanitary Ware Industry
Authors:	黃育立 Huang, Yu-Li
Contributors:	王本正 Wang, Ben-Jeng 東海大學管理碩士在職專班
Keywords:	Global Logistic Management, Supply Chain Management, e-Business
Date:	2008
Issue Date:	2011-03-09T09:25:48Z (UTC)
Abstract:	產業間的水平整合與上下游分工的趨勢，使得企業傳統經營模式面臨重大的變化與挑戰。企業在面對激烈.的國際競爭環境下，已無法單獨全面性地顧及生產、行銷或研發各層面，產業網路內各企業資源的流通與合作，已成為企業執行國際化策略的重要手段之一。在以客戶導向取代產品導向之際，過去公司間彼此之競爭關係，已演變為供應鏈對供應鏈的競爭。隨著企業經營的區域範圍的擴大，運籌管理活動之範圍已由國內市場，跨越國界擴大為特定國家市場，再進一步發展成為國際市場，最後再配合全球化潮流，而從事全球運籌管理。一個規劃完善且運作得宜的運籌系統，才是創造企業持久競爭優勢，達成綜效的工具。本研究針對競爭優勢、全球運籌管理及企業電子化進行相關文獻探討，以個案公司為例，進行衛浴五金製造業全球運籌管理之研究。研究結果發現，基於全球運籌管理所規劃的三個模組將可達到節省成本、增加營收及縮短交期等目的。此管理模式一旦運作成熟，將對個案公司集團內之自有品牌拓展有極大的助益，並可發揮整體綜效。 Business today, just as in the past, is always changing. However, the way for a firm to operate business is more challenging following after the trend of vertical integration and top to down coordination.Due to intensive global competition, all the clients, manufacturers, and suppliers are closely interdependent on each other through sharing information and resources which prevent single company from bearing all the supply chain risk.For the firm which is engaged in globalization, the key factor to create competitive advantage is to provide customer with value added service rather than product. Therefore, the concept of competition is considered to be supply chain in stead of individual.The research employed a multiple methodology—case study and in depth interviews, aim to exploit the insight for the research. Accompanied with the framework developed from the literature, the research formulates a global logistic management framework with the connection of three modules: consolidation delivery, forecasting and replenishment, procurement for sanitary ware industry.According to the research, global logistic management infrastructure can help the firm achieve the following objectives: shorten delivery lead time, cost saving due to bundle shipment, procurement efficiency and create more revenues. Once the modules to be progressed smoothly in initial stage, it can be a good example for subsidiaries to expand channel brands with value added service.
Appears in Collections:	[Executive Master of Business Administration ] Master's Theses

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