A Study on Exploring the Project Portfolio Evaluation Mode and the Project Risk Management Mechanism in Manufacturing Industry

碩士 === 開南大學 === 商學院碩士在職專班 === 101 === Manufacturing, the key industry of national economics, encounters a more intense global competition and trends for reducing its cost, time and quality to cope with the rapidly development of economic and technique that satisfy customer needs and market envir...

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Bibliographic Details
Main Authors: Chen, Jiaru, 陳家茹
Other Authors: Kuan, Mengjong
Format: Others
Language:zh-TW
Published: 2012
Online Access:http://ndltd.ncl.edu.tw/handle/33054512852956216766
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Summary:碩士 === 開南大學 === 商學院碩士在職專班 === 101 === Manufacturing, the key industry of national economics, encounters a more intense global competition and trends for reducing its cost, time and quality to cope with the rapidly development of economic and technique that satisfy customer needs and market environment. Thus, enterprises have to establish the strategic alliance partnership with other organizations, concentrating their core resource and capability on some phase of supply chain by integrating the outsourcing and industry chain, and enhancing the harmony among supply chains for upgrading their competitive advantage. Project Management could offer the theoretical basis and the practice tool to help enterprises to predominate over the intense competition. Moreover, a project portfolio evaluating indicators’ system is needed to prioritize and arrange for the projects, to conform with the enterprise strategic target. This paper, at first, builds up a project portfolio evaluating indicators’ system of manufacturing industry which includes three dimensions and 15 criteria. Next, it establishes a system structure model by using DEMATEL method for building influential network relation map INRM), and then, find the influential weights of DANP (DEMATEL-based ANP) using basic concept of ANP based on influence matrix of DEMATEL technique. Finally, an evaluation model was built up. Further, the VIKOR evaluates and integrates gaps of project portfolio performance in each criterion into each dimension and overall by using empirical analysis on a case study – enterprise A, to improve its gap-scores and to provide enterprises the causal directional improvement strategic suggestions. Once evaluating indicators of portfolio can not be expected to be completed, it will cause project risks, even impede the project. For the reason, this paper created a FMEA (failure mode and effects analysis) table concerned with the resources of risks based on the evaluating indicators of porfolio, to provide the basis of the project risk management.