協同運輸管理對企業經營績效與供應鏈動態之影響

Abstract

由於市場全球化的發展，全球運籌管理已成為企業營運的重要課題，而全球配送的效率將扮演著關鍵性角色。為達快速交貨與總成本最小之目的，在供應鏈中運輸整合是必要的條件，使得運輸能力成為供應鏈流程的一個關鍵機會。供應鏈管理的目的在提升不同企業夥伴合作的效果，其中協同運輸管理(CTM)是應用於供應鏈執行面的新協同模式。鑑於過去文獻對供應鏈協同的研究大多著重於探討供應鏈體系中不同階層成員的合作，較少探討運輸管理對供應鏈的影響。本研究目的為探討CTM與企業經營績效之關聯性及CTM如何影響供應鏈動態行為。主要課題包括：CTM應用於全球運籌之現況、影響企業導入CTM的重要決定因素、CTM與物流績效、組織績效之因果關係、以及CTM對供應鏈成本、長鞭效應、運輸容量利用率之影響。 本研究以創新採用及供應鏈整合之文獻為基礎，發展CTM的衡量量表，從運輸需求者(即貨主或託運人)的觀點，以台灣資訊電子產業為研究對象，經過信度與效度檢定。應用判別分析於實施CTM者與未實施CTM者之差異分析，有效區別出「相對優勢」、「競爭壓力」、「垂直連結」、「管理高層支持」及「企業規模」是企業導入CTM的重要決定因素。本研究並提出CTM的三個衡量構面：關係整合、聯合預測與規劃、資訊技術整合與企業經營績效之因果關係假設，應用結構方程模式驗證研究模式。研究發現「關係整合」及「資訊技術整合」對物流績效具直接正向影響，「資訊技術整合」對「組織績效」亦有正向的影響效果，透過「物流績效」為中介變數，「關係整合」對「組織績效」產生間接正向的影響效果，研究結果顯示較高的協同程度將可提升企業經營績效。 另本研究以啤酒遊戲理論模式為基礎，應用系統動態學方法構建一個包含CTM的供應鏈模式，模擬衡量CTM對整體供應鏈的影響評估。將製造商、物流中心與運輸物流服務業納入協同關係的參與者，假設三種情境：(1)沒有運輸容量限制，沒有實施 CTM；(2)有運輸容量限制，沒有實施 CTM；(3)有運輸容量限制，有實施 CTM。研究結果顯示CTM可達到降低供應鏈成本、改善長鞭效應及提升運輸容量利用率的效果。CTM帶來的成本改善效果從上游往下游具有時間延遲的現象，表示CTM效果依然受限於供應鏈結構性的限制，其對下游的影響並非立竿見影。供應鏈各成員的成本改善會隨時間點而改變，長期言，下游零售商受益最大，且成本改善效果是受運輸可供應容量的上限影響，與可供應容量下限無關。當單位存貨成本或單位欠貨成本愈高時，CTM的效果就愈大，隨訂單延滯時間縮短，供應鏈成本亦呈下降趨勢。 協同運輸管理是一個新的議題，目前尚屬萌芽階段，關於企業導入CTM的重要決定因素為何、CTM對物流績效、組織績效、供應鏈成本、長鞭效應與運輸設備使用有何影響等問題，本研究之結果可提供企業與運輸物流服務業重要的參考資訊，有助於貨主與運送人建立、維持或改善外部整合能力，以及運輸物流服務業採取相關策略之參考依據。

Global Logistics Management (GLM) has become an important issue in responding to the changing global market. The efficiency of global distribution is playing a critical role. With quick delivery and the objective to minimize total cost, transportation integration is essential within the supply chain, and transportation capability has become a critical opportunity in the supply chain process. The purpose of Supply Chain Management (SCM) is to improve the collaborative effort among various business partners. Collaborative Transportation Management (CTM) is a new collaboration model in supply chain execution. Past studies in supply chain collaboration mostly focused on the vertical collaboration of supply chain parties. Little attention, however, has been paid to the impact of transportation management on SCM. The purpose of this study is to explore the relationship between CTM and business performance and how the CTM influence the dynamic behavior of supply chain. The main themes include- the application of CTM to global logistics, what are important determinants of CTM adoption, the relationship between CTM and logistics performance, organizational performance, and the effects of CTM on supply chain cost, bullwhip effect and transportation capacity utilization. Based on prior research in innovation adoption and supply chain integration, a measurement instrument of CTM was developed. From the perspective of transportation demand (shipper), the study focused on the information technology industry in Taiwan. Both of the reliability and validity analysis were examined. Based on the Discriminant Analysis of the differences between adopters and non-adopters, five factors, relative advantage, competitive pressure, vertical link, top management support, and business size, were found to be the major determinants of the adoption of CTM in the IT industry in Taiwan. The relationship between three dimensions of CTM, relationship integration, collaborative forecasting and planning, information technology integration and business performance was hypothesized. Used the Structural Equation Modeling (SEM), relationship integration and information technology integration has significant impact on logistics performance; the impact of information technology integration on organization performance is significant; when logistics performance was used as a mediate variable, the impact of relationship integration on organization performance is significant. The results indicate that higher levels of CTM can lead to performance improvement. This study also based on the Beer Game model and applied System Dynamics approach to develop a supply chain simulation model with CTM for quantifying its impacts on the holistic supply chain. Three different scenarios were simulated (1) unconstrained transportation capacity without CTM; (2) constrained transportation capacity without CTM; and (3) constrained transportation capacity with CTM. The manufactures, distributors and Logistics Service Providers (LSP) are considered as the partners of CTM. The results showed that the potential supply chain cost savings and the bullwhip effect of supply chain as well as the overall transportation capacity utilization are improved. This study found that the improvement of cost is with time delay from upstream to downstream and is varied with time. The impacts on the downstream are not immediately, and are limited by the structure of supply chain. The supply chain costs are affected by the maximum available transportation capacity and irrelevant to minimum available transportation capacity. The effects of CTM become significant with the increase of unit inventory cost or unit backlog cost. Supply chain cost is diminishing with order delay reduction. Collaborative Transportation Management is a new issue, which is in its burgeon stage. This study may provide information for business and the logistics service providers about what are determinants of CTM adoption, and what are impacts of CTM on logistics performance, organizational performance, supply chain cost, bullwhip effect and transportation capacity utilization. It is helpful to shipper and LSP to establish or improve the external integration, and to LSP to apply some related strategies.