就全球焊材產業的現況看，新興國家的崛起使得焊材市場面對激烈的低價競爭。為解決目前困境，有效的供應鏈管理便成為提高競爭力刻不容緩的課題。目前臺灣與中國的焊材材料廠商除了面對市場不斷要求品質水準的提升之外，也面對國際歐、美、日等大廠先進技術產品的競爭。未來供應鏈廠商之間的合作是否密切，可能將成為企業的核心競爭力。 SCOR (Supply-Chain Operations Reference-model) 是由國際供應鏈協會 (Supply-Chain Council) 開發支援，適合於不同工業領域的供應鏈運作參考模型。這是第一個標準的供應鏈流程參考模型，且是供應鏈的診斷工具，更涵蓋了所有行業。作為行業標準，SCOR關注企業內部供應鏈，用於描述、量度、評價供應鏈配置。 本研究主要目的是以SCOR模型為基礎，針對焊材產業進行供應鏈管理時，建立一個可行的方法論，此方法論預期達到下列目標： 1. 分析產業的供應鏈活動。 2. 確立供應鏈再造和取得改進的方法。 3. 量化運作的表現並設置目標。 4. 總結出最好的供應鏈管理方式，並嘗試將它導入ERP系統。 在許多情況下，改變管理流程即可使企業獲得最佳績效。企業在運營中自始至終必須努力提高其供應鏈管理的效率。在提高其自身運作效率的同時，企業可以開始同供應商和客戶一道發展成被稱為「擴展企業」（Extended enterprise）的夥伴關係。最後，希望研究成果能提供焊材產業在供應鏈管理的參考。Seeing the current global welding consumable market through a scope, one will find that uprising countries forced the market to face a fierce competition and turned it into a low price war. In order to tackle this adversity, the immediate improvement regarding the efficiency of the supply-chain operation management becomes the top priority. The welding consumable manufacturers in Taiwan and China not only have to answer the ever increasing higher quality standard from the market, but also have to face international competition from Europe, US, and Japan, whom still have superior technical advantages. Thus a well maintained cooperation between supply chain and manufacturers could become the core of a competitive corporation. SCOR (Supply-Chain Operations Reference model) is an example model created and supported by the International Supply-Chain Council, suitable for varies industrial field. Not only is SCOR a standard model with all the supply-chain procedures, it also provides diagnosis regarding different fields and under different circumstances. As an industry standard, SCOR focuses on internal corporation supply-chain, and can be used to describe, measure, and comment each setup in details. The goal of this research is to focus on building a specific model for the welding consumable supply-chain management using the SCOR base model. The expected results of this model would reach is as follows: 1. Analyze the supply-chain activity of this industry. 2. Confirm the re-structure and improving methods of the supply-chain. 3. Digitalize the performance of the operation with graphical charts and set goals. 4. Finalize the best management system of the supply-chain, and try to implement it into the ERP system. Under many different circumstances, changing the management procedure can improve the efficiency of a corporation. Improving the efficiency of the supply-chain management system within a corporation should always be a constant goal throughout. During the process, a corporation can start a new relationship and partnership with the suppliers and customers called the “Extended Enterprise.”At last,I also hope this research can provide as reference documentation for the welding consumable field.
