企業跨功能導向對供應鏈績效影響之實證研究

• Main Authors: Su-ping Hu, 胡肅苹
• Other Authors: Iuan-yuan Lu
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/e99h89

碩士 === 國立中山大學 === 企業管理學系研究所 === 96 === The firm In this research is a trading company that has been exploiting and marketing hi-tech materials and equipments since it was founded in 1968. From 1980, the firm has been working on the globalization arrangement and the requirement to expand the company''s operation scope. The overseas subsidiaries were established in south-eastern Asia, Hong Kong, and China. In today''s growing complexity of global networks of supply chains and hypercompetitive business environments, firms are confronted with the need to manage supply chain activities across functions and between firms. Yet the overseas subsidiaries might not certainly get enough resources and support from their headquarter to conquer the challenges, even though they usually face tough competition and greater customer scale especially in China. The profit center system is the major reason that obstructs the cooperation between the headquarter and the overseas subsidiaries. Some employees of the headquarter just care their own business region, instead of assisting overseas subsidiaries to grow up together, and developing the strategies of the whole business group for the future. The findings show that a firm’s cross-functional orientation (CFO) has positive effect on supply chain management (SCM) performance with empirical evidence. The conclusions are as below： 1. The cross-functional orientation (CFO) has remarkably positive effect on customer satisfaction. And the stronger factors that encourage CFO to enhance customer satisfaction are operation linkage and technology integration. 2. The cross-functional orientation (CFO) affects remarkably and positively on supply chain management (SCM) responsiveness. And operation linkage, participative management, and technology integration are stronger factors that encourage CFO to enhance supply chain responsiveness. 3. The supply chain management (SCM) responsiveness has remarkably positive effect on customer satisfaction. 4. The customer satisfaction of the headquarter and overseas subsidiaries influences each other.