| 摘要: | 本文研究目的主要因應台灣汽車產業，在面臨全球化的競爭環境下，同時在2002 年1 月正式加入世界貿易組織(WTO)後，所面臨全面汽車市場開放，汽車產業為求永續經營，不斷引進經營管理念、以知識經濟創造價值鏈(value chain)。透過中衛體系之彈性生產系統flexible manufacturing system)，提高生產力、以更合理成本、更高品質及彈性交貨期降低製造成本，並曾強其競爭優勢，以滿足顧客需求，並積極參與海外合資設廠生產、完成車出口及零組件海外市場。 利用供應鏈管理(supply chain management) 與精實生產(lean production)結合以提昇台灣汽車製造業、零組件供應商、經銷商之產業競爭力作此研究。研究內容主要分為四大部份：第一部份針對台灣自加入WTO 於2002 年1 月1 日起生效，汽車產業所面臨逐年關稅降低，取消自製率規定、取消禁止進口地區國家等相關限制；第二部份針對目前國內汽車經營策略以整合供應鏈將國內外零組件供應商，藉由建立第一階供應商(Tier 1 Supplier)全方位品質與技術服務，透過中衛體系架構下物流、資訊系統(IT)、企業網路資源(Intranet)與企業資源規劃（ERP）對於製造業來說，形成一個整合性的系統，可提升生產效率；第三部份就國內前四大汽車廠及近千家汽車零組件廠與經銷商體系進行探討分析；第四部份就目前面臨企業全球化與資訊電子商務化(e-commerce)競爭壓力下，台灣產業如何面臨國外整車進口強兵壓境，國內車廠也跨國兩岸及東南亞以整合性供應鏈管理以創造新競爭優勢，重建台灣汽車產業核心競爭力。 整合性供應鏈管理被定義特過一系列高效率管理生產方式以結合顧客、供應商、製造商來達成創造、配銷與支援以提供最適化之成本績效之最終產品。其目的在於專注並協調每一位參與者之資源於供應鏈之需求，而達最適化總體績效。除了透過傳統具競爭力價格、品質、服務及配銷基本能力外，仍需導入供應鏈、科技與管理技能以朝向企業成功之路。 The main purpose of this study focuses on the Taiwan automobile industry which is facing a severe competitive environment under the globalization. After Taiwan’s entrance of WTO in January 2002, the import restriction is entirely lifted; market is open to the international suppliers. For the survival, the automobile industry has to introduce advanced management ideology in which the knowledge created value chain prevails. Through the satellite onfiguration and the flexible manufacturing system, it is intended to promote the productivity, to obtain reasonable cost, high quality, flexible delivery in an effort to reduce the production cost to the minimum, so as to sharpen its competitive edge, satisfy the customers’ requirement and to achieve successful export both of automobiles and parts. This study mainly concerns the integrated performance of the supply chain management and the lean production. The study is divided into four parts. Part One deals with the proper way the automobile industry has to follow and make itself fitting to the gradual reduction in import tariff, the relaxation of local fabrication ratio, the openness to export countries after Taiwan becomes a WTO membership since January 1, 2002. Part Tow proposes operation strategy to form an integral system in which the local and kick-down (KD) imported parts suppliers should organize a tier 1 supplier federate to provide the quality and technical services, and to set up material down stream flow, IT system, business internet and enterprise resource planning (ERP). For the automobile manufacturers, this integrated system will upgrade the productive efficiency. Part Three analyzes the way to solidify the production system of Taiwan top four manufacturers (Ford, Toyota, Nissan, Mitsubishi), as well as more than thousand parts suppliers and distributors. Part Four reestablishes the Taiwan automobile core competitive edge by combining the domestic automobile and parts manufacturing facilities,, the manufacturing facilities on both strait and in the southeast Asia under the strong pressure rendered by globalization, e-commercialization, foreign automobile exporters who have supremacy over Taiwan automobile industry. An integrated supply chain management is best defined a series of high performance management and Ford/Toyota production system (FPS/TPS) by which the joint effort provided customers, suppliers, manufacturers to create, distribute and support the optimized final products. The main purpose is to concentrate on the effective and harmonious coordination to ensure that each participant’s resources will proficiently meet the supply chain requirements with the most optimized efficiency. Besides the advantages of traditional competitive price, high quality, service and smooth distribution, it will lead the automobile industry to great success by applying supply chain, technology and management proficiency. |
