臺灣博碩士論文加值系統

摘要
受限於組織疆界而無法充分運用製造資源的效能，將成為企業發展的瓶頸所在。由於各供應商成員立場、組織利害關係皆不大相同的情況下，供應商基於自利行為，可能隱瞞不利資訊，致無法事先對產品成本、品質或其他因素進行正確評價。
故本研究乃旨在發展一種「製造價值網路模式」，以協助企業建置協同製造商務體系。首先考量協同製造價值鏈下的多重成本為績效指標，應用灰決策理論來評價各廠，做為協力廠商工作指派的標準。次則，針對製造價值鏈的資源配置問題，進行多廠的初步產能與技術的篩選，亦即依訂單要求設檢驗項目，進行各廠之試作樣品評估，並使用灰關聯來評估相關數據，以構建有效的製造價值鏈。灰色系統理論主要是針對系統模型不明確、資訊不完整的情況下，進行系統的灰關聯分析及模型建構，以了解系統的特徵及行為。
因而，本研究為了避免資訊不對稱所造成價值鏈夥伴的困擾或風險，乃運用灰決策理論中的灰色預測模型與灰色關聯分析理論來達成「資訊不對稱的縮減」，以便整合上、下游協力廠商之生產製造資源，希冀藉由此種模式的建置，來達成即時反應市場需求的製造資源配適機制，以強化企業產能機動能力。再則，針對供應商之遴選問題，對所有決策準則進行層級程序分析，得出決策者對各個備選方案的偏好資訊，以綜整出其優先順序；並根據產品製造的加工特徵定義生產設備負載的關聯矩陣，然後，再進行灰關聯度的量測，做為供應商工作指派的評價標準。最後，則以資料包絡分析法衡量各供應商經營績效。研究結果顯示：建構以製造價值鏈為基礎的「製造價值網路模式」，可以協助企業靈活應用承諾資源與彈性資源來整合企業內外部製造資源，將有助提昇企業競爭力。

The efficiency of manufacturing resources that cannot be fully manipulated due to confinement of organizational boundaries will become a bottleneck for business development. However, the organizational dominance among the members is significantly different, and suppliers may conceal disadvantageous information based on egoism. As a result, we are not capable of conducting a prior assessment of production costs, quality, or other factors. Grey System Theory is focused on implementation of the grey relational analysis and its model under an indefinite systemic model and incomplete information to discuss the system’s characteristics and behaviors. To prevent confusion or risks from occurring to the value chain partners due to information asymmetry, the Grey Prediction Model and Grey Relational Analysis in Grey decision making theory are therefore applied to achieve “shrink of information asymmetry”. With this approach, we can integrate production/manufacturing resources of up- and down-stream companies to attain a manufacturing distribution mechanism that will respond to market needs quickly for consolidation of the organizational production mobility. Therefore, this research is aimed to develop a Manufacturing Value Network Model to assist industries in implementing an integrated manufacturers’ business system. First of all, multi-cost for performance characteristic with integrated manufacturing-value chain will be considered, and the Grey Decision Making theory for assessment to standardize suppliers’ job assignment will be adopted. Secondly, focusing on sources allocation of manufacturing-value chain, the initial step of multi-plant productivity and technical selection will be undertaken. It means that in according to inspection items listed on the order request, tested samples will be assessed at respective factories, as well as with Grey Decision Making theory to assess related digital data in order to build up an effective manufacturing-value chain. Finally, aiming directly at selection of suppliers, all related analysis of decision criteria will be analyzed in order to obtain decision makers’ bias information toward each spared proposal, and to synthesize priority. And based on production equipment bearing and sustaining related matrix defined by processing distinctive features of products manufacturing, thereafter, measurement of Analytic hierarchy process (AHP) is undertaken to conduct an assessment criteria for suppliers’ job assignment. Results of this research are evident. It is able to assist industries in taking charge of suppliers’ selection and appropriate job assignment, and, in the long run, we evaluate performance of these suppliers with the Data Envelopment Analysis (DEA). Meantime, in effectively proceeding economic analysis of suppliers’ management, as well as in establishing an integrated business operating model based on manufacturing-value chain.

目錄
中文摘要 i
英文摘要 ii
誌謝 iv
目錄 v
圖目錄 viii
表目錄 ix
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究問題 5
1.3 研究目的與貢獻 8
1.4 研究流程 9
1.5 研究設計 11
1.6 研究範圍與限制 16
第二章 文獻探討 18
2.1 製造價值網路的涵義與特質 18
2.2 製造價值鏈 27
2.2.1 價值鏈的演進歷程 27
2.2.2 價值鏈整合的需求分析 29
2.2.3 製造價值鏈的整合 30
2.2.4 小結 42
2.3 價值鏈資源基礎 42
2.3.1 資源基礎理論 43
2.3.2 交易成本 44
2.3.3 作業基礎成本 45
2.3.4 小結 47
2.4 研究方法 48
2.4.1 灰決策理論 56
2.4.2 層級程序分析法 62
2.4.3 資料包絡分析法 67
2.4.4 小結 72
第三章 製造價值網路之模式建構 79
3.1 基本模式建構：作業鏈、成本鏈與製造價值鏈分析 80
3.1.1 作業鏈 84
3.1.2 製造成本鏈 87
3.1.3 製造價值鏈評價 92
3.1.4 小結 99
3.2 應用模式建構：製造價值鏈作業決策與工作指派 100
3.2.1 製造價值鏈作業決策 101
3.2.2 實例個案討論 104
3.2.3 小結 112
第四章 無疆界組織的製造資源運用模式 113
4.1 製造資源配置與生產負載衡量 113
4.2 產能資源成本 114
4.3 產能評估與技術篩選 115
4.4 衡量生產負載與分派生產任務 116
4.5 小結 120
第五章 製造資源整合模式 122
5.1 製造資源整合方法 122
5.2 製造價值鏈之多準則決策 123
5.3 最適生產分析與分派任務 128
5.4 供應商的績效評估指標 131
5.5 小結 135

第六章 結論與建議 137
6.1結論 137
6.2建議 138
參考文獻 140

圖目錄
圖1 製造價值網路背景關聯圖 2
圖2 論文研究流程圖 10
圖3 製造價值鏈五階段建構流程圖 12
圖4 動態製造價值網路模式 19
圖5 製造價值網路要素整合架構圖 20
圖6 問題思考程序 73
圖7 製造價值鏈建構階段圖 81
圖8 製造價值鏈作業網路圖 85
圖9 第一階段製造價值鏈作業網路圖 86
圖10 第二階段製造價值鏈作業網路圖 86
圖11 第三階段製造價值鏈作業網路圖 86
圖12 第四階段製造價值鏈作業網路圖 87
圖13 第五階段製造價值鏈作業網路圖 87
圖14 製造業成本結構圖 88
圖15 製造價值成本架構 89
圖16 成本鏈模式架構 92
圖17 績效評估準則的層級程序分析法架構 104
圖18 製造資源整合模式研究架構圖 123
圖19 尋找合適協力廠商的層級程序分析法架構 124


表目錄
表1 供應鏈之價值整合相關文獻 37
表2 相關研究方法文獻評述 49
表3 灰色系統、概率論、模糊集合的區別 56
表4 評估尺度意義及說明表 63
表5 隨機指標值 R.I. 65
表6 製造價值網路作業表 85
表7 樣品A2的檢驗項目暨標準 96
表8 協力廠商選擇問題的四個準則的成對比較矩陣 105
表9 協力廠商選擇問題四個準則的決策權重 106
表10 三個候選廠商在每項決策準則的成對比較矩陣 107
表11 每個候選廠商在每一項決策準則的優先權重 108
表12 各候選廠商的AHP排序 108
表13 A廠工作群組 加工工件 的加工時間 109
表14 B廠工作群組 加工工件 的加工時間 110
表15 C廠工作群組 加工工件 的加工時間 110
表16 C廠商之差序列與灰關聯度 111
表17 供應商製造成本 114
表18 試製品的檢驗資料 115
表19　A廠商製造單元 加工工件 的加工時間 117
表20　B廠商製造單元 加工產品 的加工時間 117
表21　C廠商製造單元 加工產品 的加工時間 117
表22 分派合適生產任務的優先順序 120
表23 協力廠商選擇問題的七個準則的成對比較矩陣 125
表24 協力廠商選擇問題七個準則的決策權重 125
表25 四個候選廠商在每項決策準則的成對比較矩陣 127
表26 每個候選廠商在每一項決策準則的優先權重 127
表27 各候選廠商之優先權重 128
表28　A廠商之工作群組 加工工件 的加工時間 129
表29 B廠商之工作群組 加工產品 的加工時間 129
表30 C廠商之工作群組 加工產品 的加工時間 130
表 31 D廠商之工作群組 加工產品 的加工時間 ………130
表 32 分派合適的生產任務 131
表 33 四家供應商每年所消耗的資源（輸入 ） 133
表 34 四家供應商每年所提供的服務（輸出Out） 133

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