資訊管理學報
吳金山;翁建發;鄭菲菲;
頁: 41-62
日期: 2008/04
摘要: 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。
關鍵字: 成衣業;供應鏈管理;協同商務;長鞭效應;
Abstract: 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.
Keywords: Apparel industry;supply chain management;collaborative commerce;bullwhip effect;
瀏覽次數: 10843 下載次數: 94
引用 導入Endnote
頁: 41-62
日期: 2008/04
摘要: 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。
關鍵字: 成衣業;供應鏈管理;協同商務;長鞭效應;
Supply Chain Management and Collaborative Commence in Apparel Industry: A Case Study of Tex-Ray Group
Abstract: 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.
Keywords: Apparel industry;supply chain management;collaborative commerce;bullwhip effect;
瀏覽次數: 10843 下載次數: 94
引用 導入Endnote