成衣業供應鏈管理與協同商務之個案研究－以南緯紡織為例

Supply Chain Management and Collaborative Commence in Apparel Industry: A Case Study of Tex-Ray Group

10.6382/JIM.200804.0015

吳金山(Chin-Shan Wu)；翁建發(Chien-Fa Weng)；鄭菲菲(Fei-Fei Cheng)

成衣業 ； 供應鏈管理 ； 協同商務 ； 長鞭效應 ； Apparel industry ； supply chain management ； collaborative commerce ； bullwhip effect

資訊管理學報

15卷2_S期（2008 / 04 / 01）

41 - 62

繁體中文

由於紡織品和服裝配額限制的取消，台灣紡織產業面臨嶄新局面的全球自由競爭，而隨著價格的激烈競爭及微利時代的來臨，非價格因素（例如產品及服務品質）的競爭力將是紡織產業保持國際性競爭優勢的主要途徑。本研究之目的即在於以個案研究法探討南緯紡織在此一競爭壓力下，如何利用電子化供應鏈及協同商務策略，提供其國際客戶－PUMA更好的服務，建立競爭優勢。研究結果指出，南緯紡織為了加強與PUMA之夥伴關係，進行內外部資訊系統整合與改善，其措施及成效包括：(1)發展出適合PUMA的協同商務模式，雙方製定供需契約，共同改良印花同步設計的能力；(2)以持續補貨的策略發展與PUMA的協同商務互動流程，達到快速反應市場需求。

After the abolishment of textile trade quota system, textile and apparel industry has entered into post-quota era, in which organizations strive to survive in more and more severe competition environment. This article aims to report a case study of Tex-Ray Group who maintains their competitive advantage by introducing electronic supply chain management and collaborative commerce model in order to provide customized service to their international customer-PUMA. Tex-Ray Group devoted to integrate inner-and inter-organization information systems and resulted in two fruitful outcomes. First, Tex-Ray created a collaborative network of PUMA with the goal to improve the ability of textile printing collaborative design. Thus, the product quality has improved and the product lead time shortened. Second, Tex-Ray developed continuous replishment program in order to respond order quickly and thus result in greater order commitment from PUMA.

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