供應鏈的協同作業及組織特徵對供應鏈管理績效之影響

The Effect of Collaboration and Organizational Characteristics on Performance of Supply Chain Management

企業為緊密結合整體供應鏈體系成員的資源，將彼此之間各環節的活動透過流程管控、資訊分享及協同合作等，來促成整體供應鏈管理價值網的競合體系。但供應鏈體系中各個產業的組織文化、管理風格、協同運作模式及資訊架構各有差異，相同的方案應用在不同的組織其實施成效不盡相同。準此，本研究目的涵括：供應鏈管理與協同作業實況、供應鏈的環境因素對協同作業的影響，以及組織特徵對協同合作與供應鏈績效的干擾效果。研究首先採用質性分析，以確定研究變數，接著再進行量性分析。個案研究發現供應鏈之下游大廠經常主導產業之協同運作，供應鏈體系成員之合作緊密程度與績效有明顯的關連。計量分析發現企業在預期競爭的心理，為了增加市場反應力會促使協同運作更靈活，對供應鏈管理績效有正向顯著影響。不同的企業組織特徵對協同作業與供應鏈績效亦有顯著干擾作用，但仍缺乏協同合作的共識與自律。此外，特別重視人力資源的企業，其供應鏈績效較佳。

In order to establish a superior co-competition system with the integration of supply chain resources, enterprises control business process, information sharing and collaboration to contribute in the network of supply chain management (SCM). Each enterprise in the network supply chain system comprises different of organizational culture, management style, collaboration mode and framework of IT. Hence, same strategy applies to different enterprises might lead to different performances. Therefore, this study aims to examine current business environment especially to test the factors of environment in SCM that would affect collaboration, and subsequently examines the moderating effect of organizational characteristics toward collaboration and performance of supply chain. The methodology of this study comprises both qualitative and quantitative analysis. Qualitative section is to determine variables by conducting case study; quantitative is to analyze the collected data by using questionnaire. In the case study, the author founds downstream prevailing enterprises in the supply chain often led the collaboration operation; the performance in the network members was highly related to how close they worked together. According to the quantitative analysis, in order to enhance the ability of market reaction and competitiveness, enterprises preferred flexibility in collaboration and it significantly had positive affect to the performance of SCM. The moderating effect of different organizational characteristics toward the collaboration and performance of SCM also showed statistically significant, but still lacked of self-discipline and consensus on collaboration. Furthermore, enterprises which particularly emphasized on human resource showed better performance of SCM.