被動元件產業策略聯盟夥伴評選之準則－以L公司為例

Abstract

本研究探討被動元件產業於策略聯盟時對夥伴之評選準則。隨著資訊科技的快速發展，競爭已從過去企業對企業，轉變成供應鏈對供應鏈，使供應鏈的整合日趨重要(Bowersox, Closs, and Stank, 1999)，因此透過與其他公司合作獲得競爭優勢的策略手段逐漸普遍。以被動元件產業而言，由於平均單價低、價格競爭壓力大，加上近年來資訊及消費性電子產品生產地逐漸轉移重心至亞洲地區，許多國際性大廠為求就近供貨與降低成本，紛紛透過與其他廠商之間的策略聯盟進行產品之銷售。 因此，本研究以層級分析法（Analytic Hierarchy Process, AHP）以Ｌ公司為研究個案，針對「策略聯盟夥伴評選」問題進行評選準則之權重分析，彙整國內外專家學者文獻後以採用Brouthers et al. （1995）對策略聯盟提出的四個主準則及十二個次準則建構本研究之評選架構。針對被動元件產業專家與學者進行問卷調查，歸納出各主、次準則間的權重值，以作為日後被動元件產業在考量策略聯盟夥伴時之決策依據。

With the rapid expansion of information technology, competition has been shifting from a ‘firm versus firm perspective’ to a ‘supply chain versus supply chain perspective’ (Bowersox, Closs, and Stank, 1999). As a result, to achieve competitive advantages, companies collaboration are more and more common. For passive component industry, the reason that averagely low product price, strong market competitive pressure, and supply-chain-shifting of consumer electronics to Asia have made amounts of enterprises conduct strategic alliance to reduce cost as well as approach the market.

The research is based on Analytic Hierarchy Process (AHP) to examine the case study for L Company. In order to construct the criteria framework of selecting strategic alliance partners for passive component industry, this this research adopted the theory advocating by Brouthers et al.（1995）, framing the research by 『Complementary Skill』、『Compatible Goal』、『Cooperative Culture』and『Commensurate Risk』which contain twelve attributes. Afterwards, invited scholars and experts to carry out the questionnaires and manipulate the weight of index as the foundation of selecting strategic alliance.