駐台灣國際採購處的國際競爭優勢之研究- 以美國大型通路商之駐台灣國際採購處為例 -

• Main Authors: 王治中, Wang，Daniel C.
• Language: 中文
• Published: 國立政治大學
• Subjects: 國際採購處; 全球化; 自有品牌; 採購; IPO; Globalization; Private Label; Procurement
• Online Access: http://thesis.lib.nccu.edu.tw/cgi-bin/cdrfb3/gsweb.cgi?o=dstdcdr&i=sid=%22G0090932111%22.

經濟全球化的潮流之下,企業在國際市場中的競爭日益嚴酷,企業母體與全球子公司分工體系緊密結合早已是企業生存與提升競爭力最重要也是最基本的策略。 跨國公司若要落實執行其全球策略,海外子公司的政策,必需與母公司有密切的動態配合,尤其是企業全球佈局策略演進變化方面,才能達到全體目標一致的加分效果。 本研究旨在探討跨國公司,尤其是大型通路商,在進行企業內部資源以及分工策略時,以何種策略安排可以達到最佳績效。 通路商的經營模式較品牌大廠複雜,其國際採購處的經營模式,更有別於一般資訊品牌的國際採購的經營模式。 因其面對和管理的供應廠商,為數龐大,產業別多樣,通路商的國際採購處,必需針對不同產業有不同的產品開發模式,這又增加了管理上的難度,再加上產品多樣,非打國際品牌,相對稀釋採購量( Buying Power )。 與供應商的協商技巧和管理策略更形重要。 台灣向來為資訊品牌大廠設立國際採購處的第一選擇。 但是近年來,由於台灣勞力成本增加,產業外移已成生存趨勢,加上兩岸交通成本偏高,各知名國際採購處紛紛將遠東總部移往中國。 駐台的國際採購處要如何保持其競爭優勢為學界與實務界應同時注意的主題。 本研究個案為美國大型通路商在台灣設立的採購處,其在台灣設立三十年餘,由驗貨中心,演變為策略採購重鎮,經歷組織縮編,再因變革成效顯著,得以擴大台灣組織規模,其過程值得深入探討。 本研究透過個案公司之發展,先從國際採購產業界之整體環境機會,繼而分析了解個案公司競爭優劣勢,由外而內探討其企業經營模式並歸納出為來發展之建議。 研究結果發現,創新與增加競爭力是企業唯一生存的法則,創新不侷限於產品創新,個案成功於商業模式創新,經營方式創新,以及找到台灣產業與母公司配合的最佳模式,才能在遠東區勝出,勝於香港彈性的經貿制度以及中國大陸低廉的成本。然而,這樣的競爭力能持續多久,除了企業本身必須持續創新與增加競爭力,由於出貨生產工廠大都位於中國,台灣政府對兩岸的政策也會影響台灣的競爭力。 === Globalization, procurement automation, outsourcing, and supply market instability have simultaneously elevated the procurement discipline and increased supply management challenges. Procurement executives recognize that responding to these challenges will require them to upskill their teams, adopt new sourcing, compliance, and supply management strategies, and improve systems infrastructures to drive continuous improvements in supply costs and performance and demonstrate strategic value to the enterprise. However, moving from tactical or transactional sourcing operation to a more strategic view often starts with combining buys across divisions and consolidating suppliers can enable better negotiating leverage. Globalization is driving this interest in strategic sourcing operation and analytics because it has vastly multiplied the complexity of supplier relationships. IPOs ( International Procurement Office ) are "dancing with a lot of partners," says Dr. John Vande Vate, executive director of the Executive Masters in International Logistics program at Georgia Tech University. These partners include the contract manufacturers themselves, their suppliers, and third-party logistics providers. This operation complexity has sourcing managers looking beyond lowering costs to assuring supply. That requires buying organizations to shift methodology. They need to use technology not to beat suppliers up on price, but to get more flexibility. Expect the trend in global sourcing to increase. Driving the trend are cost advantages, best-market capabilities, and shared risk. Leading procurement practices include: * A strong procurement infrastructure that enables strategic supply initiatives. * Rationalization of the global and regional supplier base, including supplier-managed inventory and replenishment. * Electronic sourcing to manage requests for information, quotations, and requests for proposal and supplier awards. * Electronic procurement order processing for non-strategic goods and services. * Daily performance monitoring and supplier scorecards. The case company in this essay, RadioShack Corporation, is executing its Strategic Growth Plan aimed at reinvigorating the retail experience and leveraging the company's sourcing expertise. This research is aimed to discuss how an IPO ( or Global Sourcing ) in Taiwan can lead the way to comply and complement company’s Strategic Growth Plan; how to renew RadioShack Global Sourcing’s vision and strategic focus; how to add value to the products by entering product life cycle at early stage; how to enhance RadioShack brand through third party channels; and how to transform current transaction buying organization to Strategic Sourcing Function Team.