系統識別號 U0026-0812200915375792
論文名稱(中文) 以系統動態觀點探討VMI模式和紓解政策在生產中斷時對存貨績效影響
論文名稱(英文) Exploring the Effects of VMI model and Mitigation Strategy for Inventory Performance in Production Disruption: A System Dynamic Perspective
校院名稱 成功大學
系所名稱(中) 工業與資訊管理學系碩博士班
系所名稱(英) Department of Industrial and Information Management
學年度 97
學期 2
出版年 98
研究生(中文) 彭建霖
研究生(英文) Jian-lin Peng
電子信箱 r3696121@mail.ncku.edu.tw
學號 r3696121
學位類別 碩士
語文別 中文
論文頁數 85頁
口試委員 口試委員-翁慈宗
中文關鍵字 紓解政策  系統動態學  供應鏈管理  生產中斷 
英文關鍵字 System dynamic  Production disruption  Supply chain management  Mitigation strategy 
中文摘要 摘要
自豐田發明即時化生產系統後,許多企業由於具有經濟批量優勢而開始降低供應商數量,此外,企業由於重視核心競爭力,開始以專精化為目標,縮減服務範圍,也因此使得原本的供應鏈分工更為精細,精實生產雖能使供應鏈更具效率性卻也使得整個供應鏈變得相對脆弱,ㄧ旦供應鏈中任ㄧ結點間發生問題導致產能發生異變,即有可能危害整條供應鏈,造成供應鏈中斷的嚴重後果。有鑒於此,中斷風險(Disruption risk)的相關研究已是近年供應鏈管理的重要議題。

本研究延伸Wilson(2007)學者之研究,包括傳統功應鏈和供應商管理存貨 (Vendor managed inventory, VMI)供應鏈這兩種,並加入三種不同紓解政策(Mitigation strategy):多供應商(multiple supplier)、重新鏈結(Rerouting)和被動接受(Acceptance)讓遭遇生產工中斷供應商選擇。本研究主要提出兩個探討議題:1.哪個位階發生生產中斷對供應鏈影響最大;2.採用不同供應鏈型態或不同紓解政策是否可以用來降低各類型生產中斷情境(不同中斷位階和中斷程度)對供應鏈之影響。

本研究提出下列三點結論:1. 後端供應商遭遇生產中斷,將對供應鏈上下游造成最大的影響;2.若生產中斷會導致顧客端缺貨數大量增加,則VMI供應鏈可維持上游原物料供應商和前端供應商之平均存貨於較低的狀態;3.由於後端供應鏈遭遇生產中斷將對供應鏈上下游影響最嚴重,故建議採用多供應商紓解政策來降低其發生生產中斷之危害。

英文摘要 Abstract
Since the advent of the Just-In-Time system created by Toyota, some enterprises gain economic scale advantage by reducing number of suppliers. Moreover, enterprises also focus on their core skill and decrease their service regions for enhancing core competency. The division of labor between supply chain members also becomes more delicate. Althrough Lean production makes supply chain operation more efficiency, it also makes supply chain became unreliable. Once any supplier or transit way in the supply chain is broken, it will cause great damage to the entire supply chain and lead to disrupted. “Disruption Risk” has becomes a major issue to supply chain research nowadays.

This research extends the Wilson’s (2007) study to include two different types of supply chain: traditional supply chain and vendor manage inventory supply chain, three mitigation strategies also considered in the study, acceptance, multiple suppliers and rerouting for supplier when production disruption occurs. In this research, two issues are addressed: 1. which echelon under production disruption will make the most damage to the entire supply chain? 2. which mitigation strategy or supply chain type should be used for reducing the damage of the entire supply chain under various production disruption scenarios?

Three conclusions are suggested in this study: 1. production disruption occur within tier1 supplier, it will result in the greatest damage to the entire supply chain; 2. if the production disruption made many customers’ order unfulfilled, the VMI supply chain can maintain a lower average inventory for raw material supplier and tier2 supplier; 3. tier1 supplier under production disruption will make the greatest damage to the entire supply chain, so it is suggested using multiple supplier strategy to decrease the damage cause from tier1 supplier disruption.

Keyword: Supply chain management, Production disruption, Mitigation strategy, System dynamic.
論文目次 目錄
摘要 I
Abstract II
誌謝 IV
目錄 V
表目錄 VII
圖目錄 VIII
第一章 緒論 1
1.1研究背景 1
1.2研究動機 2
1.3研究目的 4
1.4研究流程 5
1.5研究限制 6
第二章 文獻回顧 7
2.1供應鏈管理 7
2.1.1 供應鏈定義 7
2.1.2供應鏈管理 8
2.1.3供應商管理存貨 9
2.2供應鏈中斷風險來源 11
2.3中斷紓解政策 14
2.3.1策略討論類 15
2.3.2數學模型類 16
2.4中斷位階相關研究 18
第三章、研究模型 19
3.1研究方法 19
3.2模擬模型架構 20
3.2.1傳統供應鏈模型 21
3.2.2供應商管理存貨模型 21
3.3模擬模型設定 23
3.4中斷位階和中斷程度 27
3.4.1中斷位階 27
3.4.2中斷程度 28
3.5紓解政策 29
3.6績效評估指標 31
第四章 研究問題與模擬實驗 33
4.1 研究問題與假設 33
4.2模擬假設 34
4.3.1概念化與模型界限 36
4.3.2模型描述 38
4.4模型化中斷因子 43
4.5模型化紓解政策 44
第五章 實驗結果 50
5.1模型效度檢驗 50
5.2模擬實驗結果 55
5.3實驗因子之影響 57
5.3.1 中斷位階因子影響 57
5.3.2 VMI供應鏈影響 59
5.3.3 紓解政策因子影響 61
5.3.4 供應鏈型態和紓解政策因子之影響 64
第六章 結論與建議 66
6.1 研究結論 66
6.2後續研究建議 67
參考文獻 69
附錄 71
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