| Abstract: | 本研究從外包的觀點探討企業與供應商間的夥伴關係。研究分兩階段，第一階段發展夥伴關係的結構化決策架構，第二階段制定改變夥伴關係的流程。第一階段首先歸納文獻中影響企業選擇夥伴的因素為四類：供應基底、時間、物件/服務和關係形式。再使用這四類因素，發展出夥伴關係策略羅盤，作為企業擬定夥伴關係策略的依據。夥伴關係策略羅盤由關係形式、供應服務、供應時間和供應基底四個面向構成。組合這四個面向得到144種可能的夥伴關係策略。然而外在環境會限制企業運用策略，因此並非所有的夥伴關係策略皆可行。因此接下來考慮市場結構、外包資源的特性和夥伴狀態這三類的外在環境限制，再比較外包的成本與利益，最後篩選出91種可行的夥伴關係策略。 形成關係的先決條件與動機隨著時間改變，夥伴關係亦隨之演化。因此第二階段討論夥伴關係的改變。首先討論在何種外在環境之下應該採用何種學習方式和協調機制，以及在特定的關係形式之下組織應該如何共享資源與資訊。然後歸納出一流程圖用以確認改變夥伴關係的時機。這個流程圖中有三個改變夥伴關係的時機。第一個時機發生於外在環境與學習方式或協調機制矛盾。第二個時機發生於既有關係與外在環境矛盾。第三個時機發生於既有關係與聚集的資源矛盾。企業可以藉由確認這三個時機決定維持關係或改變關係。在決定改變夥伴關係後，企業也可以運用夥伴關係策略羅盤，制定新的夥伴關係策略。
This research reports a study of partnership between enterprises and their suppliers from establishment to dissolution on supply chain systems. There are two phases in this research. In this first phase, a decision-making framework for partnership establishment is developed. Relational format, format of services, time of supply, and supplier base form the four axes in the framework. Each partnership decision can then be built as a network on the framework. The framework suggests totally 144 decision networks (types of partnership). Further, this research evaluates the 144 types of partnership by considering two factors, market structure, and benefits and costs of outsourcing. Then, this research concludes that only 91 types of partnership are feasible in the real world. Based on the framework developed in the first phase, a company may decide its partnership strategies with its suppliers. However, a partnership may not last forever and is usually affected by the changes of external environment. Hence, the second phase develops a mechanism for changing from one type of partnership to another for enterprises. External dynamics, organizational changes, organizational learning, organizational coordination, and resource and information linkages between partners are the factors that have been considered for designing the mechanism. Based on the factors, three contradictions, (1) contradiction among the environment, learning mechanisms, and coordination mechanisms, (2) contradiction between current partnership strategy and the environment, and (3) contradiction between current partnership strategy, and resource and information linkages between partners, are identified as the basis in the mechanism. Based on the results of the two phases, a partnership life cycle is formed. Finally, this research takes Acer and IBM’s partnership in personal computer business as an application example. The result indicates that unless IBM can take an advantageous position over Acer in electronic commerce, IBM may endanger its position in personal computer business. |
