半導體製造業導入產銷規劃對員工接受度之探討-以N公司為例

Abstract

有效率的供應鏈管理是一項複雜及富挑戰性的任務﹐隨著時間的演進﹐產品種類更多樣性、產品生命週期變短、生產外包多而頻繁、資訊科技的進步而使得節奏緊湊、全球化的競爭﹐使得供應鏈管理的困難度不斷提高，供應鏈作業改善了存貨、客戶服務、反應速率與作業成本，強化競爭力。供應鏈整合能使企業間資訊流暢且資源分享，以提升競爭力。 本研究在探討企業為追求產銷平衡，以一家半導體製造的跨國公司當作研究標的，探討其欲推展產銷協調計畫及協同作業流程改造過程，企業員工的接受度。企業寄望作業流程的再造來提升運效率、增加營收，達到脫胎換骨的功效。但是動員公司上下資源，跨部門、跨國的大規模流程改造誠屬不易。能夠先了解員工的接受度能夠加強事先良好的規劃及高層管理階級的全力支持。本研究的結果，可作為類似企業流程改造的參考，並可提供此個案探討公司往後執行的參考依據 ，本研究係以創新採用相關文獻為基礎，由企業的產業特性，組織特性以及供應鏈管理系統創新認知特性三方面，來探討影響「個案-N公司」影響其內部員工決定「採用」S&OP的接受度及影響因素。

Executive Sales & Operations Planning, is one of the most important business practices to evolve over the last 30 years in Supply chain field. Executive S&OP should force the moose onto the table. Doing so is particularly challenging in organizations that are conflict averse.

The success in using Executive S&OP comes not only from the proper application of its tools, techniques, and processes, but in large measure from the behavior of people with the willingness to accept the new way of supply chain balance and applied to the whole organization. Based on theories from the innovation adoption literature, this study examines the impact of various environmental, organizational and innovation characteristics on the employee intention about the adoption of S&OP implementation.

A questionnaire survey was conducted in 262 employee of one Semiconductors manufacturing company. The results of logistic regression indicated all employee, “relative vantage”, “incompatibility”, “influence of S&OP and adopters,”, “information system expertise,” and “top management support,” were important determinants of the decision to adopt; (2) for all employee, “incompatibility,” “influence of S&OP and adopters,” and “top management support,” were important determinants of the decision to no adoption.