供應鏈整合程度對供應商績效的跨層次影響效果

Abstract

廠商間經常為了共同的目標鑲嵌於一個既競爭又合作的網絡中，個別廠商的行為與績效因此受到其所屬網絡的影響，形成現今一種集群對集群（group vs. group）的競爭型態，網絡內的所有供應商應被視為一個整體而加以管理。然而個別廠商鑲嵌於一個高度整合的供應鏈網絡是否有助於廠商績效的提升？相關研究結果並不一致。本研究提出一個跨層級架構，以台灣地區的中衛體系廠商作為研究對象，運用階層線性模式分析供應商能力、供應鏈整合、整體供應鏈網絡競爭力與供應商績效間的關係。從34個中心廠及其所屬170個協力廠的實證結果顯示：（1）供應鏈整合程度越高，整體供應鏈網絡競爭力會越強；（2）供應商能力對供應商績效有正向影響；（3）整體供應鏈網絡競爭力越強，供應商績效會越好以及（4）整體供應鏈供應網絡競爭力會弱化供應商能力與績效之間的正向關係。

Firms are usually embedded in a competitive and cooperative network with shared goals in mind. Due to the interconnection with each other, any actions of a firm will influence each other and forms a new kind of competition called group vs. group competition. A firm's behavior and performance would be influenced by the embedded supply chain network. Suppliers within the same supply chain have to be considered and managed as a whole. However, there are inconclusive findings to indicate whether an individual firm benefits from a highly integrated supply chain network or not. By means of hierarchical linear modeling, this study provides a multi-level framework to explore the relationships among supplier's capability, supply chain integration, supply chain network competitiveness, and supplier's performance. Evidence from 34 central firms and their 170 suppliers of Taiwanese center-satellite production systems indicate that: (1) high degree of supply chain integration enhances the competitiveness of the supply chain network; (2) supplier's capability has positive impact upon its performance; (3) supply chain network competitiveness has directly positive impact on supplier's performance; and (4) supply chain network competitiveness has negative moderating effect upon the relationship between supplier's capability and supplier's performance.