The Study of the Framework of Strategy and Key Success Factors for Taiwan’s GWHW Supply Chain Management

• Main Author: 高宏華
• Other Authors: 陳銘崑
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/96150912969235147406

碩士 === 國立臺北科技大學 === 商業自動化與管理研究所 === 88 === Abstract From 1952 to 1998, the total trade volume of Taiwan has increased from 300 million dollars to more than 215 billion dollars and Taiwan national income per capita has also been drastically raised from $108 to $12,040. In the meantime, Taiwan is able to maintain a high economic growth rate and sustain a stable commodity price. Moreover, people’s living standard and the consuming style have been drastically upgraded. For example, the retail trades of grocery stores have been transformed into convenience stores, supermarkets, hypermarkets, and warehouse stores. Consequently, the commodity channels, selling and management strategies are altered in this time of transformation as well. Among those transformations, the General merchandise stores, Wholesale, Hypermarkets, Warehouse stores (GWHW) have developed rapidly and they have been existing in developed countries for many years. In 1975, the Taiwan “Goau-Fong Group,” inducted from the Japanese “know-how” set up the first GWHW at a old tea factory at Nan-King West Road in Taipei and they named the store “The World of Goau-Fong Wholesales.” In 1989, the “President Group,” inducted from the “Carre Four” of France set up the first wholesale store in Kaohshing. While the term “wholesale store” was originated from Japan, the know-how management came from Europe and United States. Due the short period of induction, Taiwan’s manufacturing and selling management must rely on the know-how provided by foreign sectors. In the future, when Taiwan enters the World Trade Organization, the GWHW sectors will need further cooperation and help from these foreign sectors to organize global purchasing. The main focuses will then cover the following topics: how to accommodate local environment, how to combine the existing management style and the foreign information utilization system and finally, how to research and develop a set of future supply chain management and strategies. The main purpose of this thesis is to study the above issues. Along with the spectra of management strategy and key factors for success, this thesis is defined as “GWHW industry in Taiwan.” The approach applied first is to establish a framework from interviews with experts and documentary research. Then the industry’s operating system and current situation by conducting pragmatic evidencing were studied, using questionnaires and surveys to comprehensively collect data and information. The analysis and conclusions in my study may serve as valuable reference for the industry’s executives and prospective researches. The main conclusions in this thesis are listed as follows: 1. In terms of the GWHW internal supply chain management, integrating information technology with internal operating process and ingeniously making use of interdepartment’s exchange may enhance a company’s internal management, purchasing, selling and storing efficiency. In terms of the GWHW external factors, over passing the upstream/downstream barriers, sharing information data, and improving supply chain management between supplier and customers will make the company much more competitive. 2. Among many factors, The GWHW’s success must rely on information technology’s ingenious manipulation and standardization. Moreover, the GWHWs should embark on the industry’s internal combining supply chains upstream/downstream overall viewpoints to engage in the most appropriate improvement and renovation. 3. In order to develop appropriate strategy to increase the industry’s compatibility, the strategy of supply chain of GWHW must stress the upstream/downstream integration, follow consumers’ needs, and ingeniously manipulate all of the industry’s inter-internal partner relationships, matching function, policy, environment, responsibilities and market cost price. 4. Along with the heightened awareness for environment and resources recycling values, the environmental supply-demand management must aim to increase the entire supply chain’s added value, to lower the industry’s social cost, and to increase the industry’s competition advantages.