個人電腦產業是一個產品生命週期短、替換速度快的產業，要如何透過有效的供應鏈運作以便快速的接觸市場搶得先機，快速回應成為此供應商上下游最重要的課題。 國際大廠掌握著品牌形象與行銷通路等可增加獲利空間的要素，使自身成為供應鏈上的權力擁有者。而台灣電腦代工廠雖然為這些國際大廠的代工夥伴，但卻是處於供應鏈的上游。為承諾給國際大廠所有訂單皆能準時交貨且維持高服務水準，供應商管理存貨機制及供應鏈之協調預測、規劃及補貨概念的導入就是最常用的方法。 然而，位於供應鏈下游的國際大廠提供預測數量給上游供應商時，常常是反覆無常、誇張膨脹，上游身為供應商的代工廠只好調整製造生產排程因應，又因導入VMI機制而導致庫存成本升高且庫存週轉率低。而下游客戶不願意與上游供應商分攤增加的成本，供應商只好找尋因應對策以降低因預測失真而導致的損失，供應鏈上下游變成互相不信任而落入一報還一報的遊戲循環。 本研究採探討性個案研究方法，選取電腦供應鏈上下游三家個案公司做深度訪談及分析，再根據訪談的結果，分析整理後歸納入賽局償付矩陣現象之中。最後，以研究發現給予上游供應商建議在短期內降低存貨，長期則讓供應鏈中的合作夥伴，由不合作轉為合作以共同取得利益。 The characteristics of personal computer industry are short product life cycle and replace speed rapidly, the most important topic is to fast contact market snatches by effective supply chain operation such as quick response. The international companies control the profit by their own brand name, brand image and channel…etc. to make themselves as dominator in supply chain, on the other hand, Taiwan OEM/ ODM manufacturers are all in the up stream as their partners in this supply chain. In order to fulfill the demand and keep high service level to those international companies, to implement VMI and CPFR are the useful methods to achieve the goal. However, the international companies’ forecasting behavior is characterized by frequency and volatility. The suppliers can only adjust the manufacturing schedule or keep the stock to meet the change of demand forecast; it caused the low stock turnover rate and high hub management expense. The suppliers only can find a correspond strategy to reduce the lost caused by unreliable forecast, nevertheless, the customers will penalize suppliers by providing low service level, together with the action of the supplier and customer creates a “tit-for-tat” strategy. This study based on choosing three companies in the supply chain of personal computer industry by case study. According to the result of case study, we generalize the situation and analyze the result in the pay-off matrix. Finally, we investigate the suggestions to the suppliers to reduce the stock for the short term solution and try to improve the partnership in this supply chain to get the profit from non-cooperate to cooperate for the long term solution.
