電子零件通路商在不確定的環境中之經營策略研究

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题名:	電子零件通路商在不確定的環境中之經營策略研究
作者:	李大吉;Ta-Chi Lee
贡献者:	管理學院高階主管企管碩士班
关键词:	通路商;通路商業;電子零組件;不確定環境;經營策略;電子零件;electronic sub products;uncertainty;distributor;Electronic components
日期:	2003-03-27
上传时间:	2009-09-22 15:34:11 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	本研究以電子零件通路業為研究範圍，電子零件為電子零組件簡稱它包括主動，被動，機構，功能等元件，通路商在電子業產銷分工結構模式中，扮演上游零組件供應商及下游生產製造商重要橋樑的角色，該產業上游主要為國內外各類電子元件製造商，下游則為資訊、通訊、消費性電子等產品製造商。而位居中游的通路商，對上游製造商提供完整的銷售網路，對下游廠商以其專業技術能力及對電子零組件產品廣泛的涉略，提供予下游廠商整合、應用之諮詢服務，且通路商可整合下游廠商的需求統一向上游製造商採購，以獲取最大價格優勢，並搭配有系統的倉管及多樣化之經銷代理品牌，將產品銷售予下游業者，如此上、中、下游業者分工，可有效提升整體電子產業的運作效率，是為技術性物流通路商。本論文研究之目的希望藉有文獻探討，專家學者的意見，探討出在不確定的環境中電子零件通路商，應有何種核心競爭力，什麼是電子零件通路商在不確定的環境中應有的經營策略?以提供企業經營者參考。本研究以電子零件通路商為出發收集了我國TOP 47和北美TOP50電子零件通路商的經營成果及其所重視之經營策略。另外本研究特別選擇三個代表性公司做訪談研究，訪談對象包括了該公司資深高階員工及離職人員，為增加訪談結果的可信度，每一公司共訪談二人以上，這三個代表性公司皆有12年以上的歷史。不同規模的公司其所擁有的企業資源，處於不確定的環境中，電子零件通路商資源規劃所形成的經營策略也就影響了企業的經營成效。本研究之架構即基於此主張發展而成。本研究之分析架構受因於研究對象資料取得不易，經營成效與做為以營業額， EPS(每股營餘)，資本額週轉率做為主要依据，由企業的經營成效與做為做起點，分析個別企業當時之經營環境及企業當時之資源形成經營策略之關鍵因素後做個案分析比較。經過次級資蒐集與公司訪談資料分析後，有八項研究發現並綜合歸納形成十一項經營策略建議: 研究發現: 一. 電子零件通路業的經營環境受到景氣的影響，及客戶零庫存與交貨期短的要求，機種交換不易掌握，不確定性相當高。企業必需構建一個有效的供應鍊管理機制，善用MIS 系統才能有效降低不確定性。二. 電子零件通路商是屬於技術性物流通路商，應用工程(FAE)能力是主要的核心能力。三. 能夠利用核心競爭力，並不斷的維持與增加核心競爭力的業者有相當顯著的經營成果，不同電子零件通路業者其維持競爭力的方法不同。四. 不同電子零件通路業者其維持競爭力的方法不同。五. 不同電子零件通路業者雖然處於相同的大環境，但各種策略形成受到當時其企業經營者引導之文化所影響。六. 企業經營者了解企業本身核心價值在人，重視珍惜人才的企業，將直接反應在經營績效上。七. 購併與策略聯盟是進入大陸市場重要的經營策略。八. 不同的電子零件通路商，其企業的資源不相同，企業如果能夠在其所擁有的核心競爭力充分發揮，會有相當顯著的經營成果。電子零件通路商經營者必需審視: (一) 自己企業的資源價值鍊之所在； (二) 客戶企業的價值鍊之所在； (三) 供應的商價值鍊之所在； (四) 掌握大環境的走勢； (五) 分析競爭者的策略；然後將有限的資源投入於明確可達成的經營策略，必可獲得最大報酬利潤。建議: 一. 重視人力資源開發。二. 增加有效的產品代理線。三. 掌握終端產品產業發展情形。四. 強化應用工程(FAE)支援能力。五. 監視產業景氣，並做好庫存管控。六. 建立有效的兩岸管理機制，並加速開發大陸市場。七. 建構電子商務系統，以提高後勤支援能力。八. 與上游供應商建立不易取代的系統連結關係。九. 與下游製造商建立不易取代的系統連結關係。十. 把握合併與聯盟成長的機會。十一. 認知自己企業內部的價值鍊，避免錯估形勢能力下錯策略。 Abstract: This essay is to study the field of the electronic component distribution sector. Electronic component is exactly including electronic sub products that include the elements of active, passive, mechanical, and function, etc.. parts. The electronic component distributor plays an important role as a bridge between the upper components supplier and the below manufacturer in the structure mode of manufacturing and distribution in the electronic filed. The upper of the sector is the assorted electronic components manufacturers of domestic and foreign, while the below is referred to the manufacturers of the electronic products of information, communication and consumption. The middle distributor will provide the upper manufacturer with a complete sales network, while provide the below manufacture with the information service of merging and applying, with its professional technical ability and the wide knowledge to the electronic components products. Furthermore, it can merge the demands of the below manufacturers and unify them to place order to the upper manufacturer, so as to gain an advantage of the most competitive price. Meanwhile, with the systemic warehousing management and various agent brands distribution, it can sale the products to the below of the sector. By this way, the upper, middle and below of the sector play their own roles in it, so that the whole operation efficiency of the electronic sector can be improved, for which we call ‘Technical Logistic Distributor '. The purpose of this study is to discuss how the electronic components distributor’s core competitiveness and management strategies in an uncertainty environment affect the operating achievement, with the help of documents research and the opinions given by the specialist and scholars, so as to give a reference to those people who run enterprises. My study begins from the electronic components distributor, collecting the operating achievements and their key management strategies of the Top 47 domestic electronic components distributor, as well as the Top 50 in the North America. Besides of that, I specially choose three representative companies with over 12-year history as the interview objects for study. The interviewees include the senior staff in the company and the staff who have left the company. To improve the credit of the interview result, we have interviewed more than two of the staff for each company. The enterprise resources owned by the companies of different sizes, as well as the resource programmed by the electronic component distributor in the uncertainty environment, have caused to the different management strategies that accordingly affect the operating achievement of the enterprises. The theory structure of this essay is developed basing on these opinions. The analysis structure of this study has been affected by the uneasy data availability of the study objects. The operating achievement and efforts are based on the sales amount, the EPS, and the turnover rate of capital. With the operating achievements and efforts as the starting point, we analyze the key factors of management strategies caused by the operating environment and the resources of individual enterprise at the very time, and then do the case study by analysis and comparison. By this way, 8 points have been found and concluded to11 point’s suggestion of management strategies as below: Finding 1. Except for the influence of the big economic environment, the operating environment of the electronic components distributor is also affected by the demand of no stock and short lead-time from the customer, as well as the high instability of models changing. So it is necessary for the enterprises to set up an efficient supplying arrangement system and to well use the MIS system to efficiently decline the uncertainty. 2. As the Technical Logistic distributor, FAE function is the main core function to the electronic components distributor 3. The dealer who can well use and keep maintaining to increase the core competitiveness, can have quite a good operating achievement. 4. Different electronic component distributors have different ways to maintain their competitiveness. 5. The forming of the various strategies are affected by the different culture at the very time introduced by the different people run the enterprises in the electronic component distribution, although they are in a same economic environment. 6. If the person runs the enterprise knows well the core value of the enterprise itself is the talent, and put emphasis on that, it will directly affect the operating achievement. 7.Merge and strategic alliance are very important management strategies for develop the China market. 8. Different electronic components distributors have different enterprise resources. Most of them can have quite a good operating achievement, if they can make a good use of their core competitiveness they own. The following points are what the people in the electronic components distribution have to review: a. The exact resource value chain of their own enterprises b. The exact value chain of their customer’s enterprises c. The exact value chain of their suppliers d. To grasp the trend of the big economic environment e. To analyze the strategies of the competitors f. Finally, to put the limited resource into the clear and achievable management strategies, so as to make the biggest profit. Suggestion 1. To put emphasis on the human resource development 2. To increase the development of the agent channels for the products 3. To grasp the development progress of the end-product sector 4. To strengthen FAE technique support ability 5. To monitor the economy environment of the sector as well as the stock adjustment 6. To develop and join to compete in the China market 7. To build up the e-commerce and new marketing sales modes, as well as to improve the logistic supporting abilities 8. To establish an irrevocable relationship of systemic connection with the upper supplier 9. To establish an irrevocable relationship of systemic connection with the below manufacturer 10. To grasp the merging and alliance opportunity to get grown to maturity 11. To well-know your own value chain and do not make a wrong estimation about your situation and ability, nor to make a wrong decision
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