Supplier Integration and Time-Based Capabilities: An Empirical Study

供應商整合實務對時基能力的影響關係實證研究

10.29977/JCIIE.200905.0007

林如貞(Ru-Jen Lin)

供應商整合實務 ； 時基能力 ； 供應鏈管理 ； supplier integration ； time-based capabilities ； supply chain management

工業工程學刊

26卷3期（2009 / 05 / 01）

215 - 227

英文

產業鏈內供應商整合被視爲企業改善經營績效、提昇競爭優勢之重要策略。本研究主要係探討供應商整合活動與時基能力間之關係，並指出供應商整合與時基能力係爲多元概念，對提昇時基競爭力而言，並非所有的供應商間協同活動皆具有同等之影響效益。本研究以過去的文獻爲基礎，選定評估供應商整合活動包括：供應商參與程度、賦與供應商零件設計權責性、供應商來源基礎減少程度、供應商承諾性及資訊分享程度。評估這些活動對時基競爭力影響之指標則包括：交貨迅速性、交貨準時性、新產品研發速度及製造週期時間。研究統計結果顯示，若干供應商整合活動對時基競爭力提昇之效益，遠超過其他供應商整合活動。針對不同類型時基績效之提升，本研究提出應遵循之原則，據以決定企業所應發展及投入之供應商整合實務。此外，若干研究假設及於管理方面之應用，亦於本研究中提出討論。

Supplier integration is touted as an imperative strategy to improve firm performance and enhance a firm's competitive advantage in the marketplace. This study investigates the relationship between several supplier integration practices and time-based capabilities. We posit that both supplier integration and time-based capability are multi-dimensional constructs and not all collaborative activities are equally important to all aspects of time-based competition. Based on the literature, several supplier integration activities, including supplier involvement, design integration, supplier base reduction, supplier commitment, and information sharing practices are examined regarding their effect on time-based competition, measured as delivery speed, new product development time, delivery reliability, and manufacturing cycle time. The statistical findings indicate while supplier integration contributes to the performance of a firm's time-based competition, some integration practices are more effective than others. The results provide specific guidelines for firms to develop and implement different supplier integration practices for enhancing specific kinds of time-based capabilities. Finally, research propositions are presented and several managerial implications are discussed.

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