整合策略規(guī)劃與平衡計分卡及績效評估模式-文庫吧
2025-01-04 06:06 本頁面
【正文】 e survey includes the entire PCB supply chain, as well as customerorientation. PCB supplier can improve their inefficient key processes and reengineer their core procedure by these indexes. The purposes of this research are for integrating strategies and establishing performance evaluation models for benchmark.The research evaluated the foundation of the PCB production supply chain with referring to related literature and analyzed current model of rigid PCB from suppliersto customers with Five Force analysis, and then, pared with petitors of PCB industry in Taiwan. It also used SWOT analysis which is a methodology determines the strength, weakness, opportunities, and threats to uncover the proper counter measures. Various references are mentioned to build an evaluate process to find effects of the supply chain, which are applied to the value chain structure. Afterward, AHP method is used to differentiate the important key index (KPI) to establish performance evaluative model of PCB industry. Finally, using KPI along with balanced scorecard and ARIS in different panies to modeling and analyzing core process. This procedure is utilized to recreate a concrete example of reengineering, which allows managers to have better master current situations and analyze its external effects, and will provide a strategy plan and establish an effective performance managerial model for decision makers’ reference.Key words: PCB, Strategic Planning, Performance Evaluation Model, AHP, Balanced scorecard, ARIS.[ 論文目次 ] 目 錄書名頁論文口試委員審定書授權(quán)書國科會授權(quán)書中文摘英文摘要誌謝目錄表目錄圖目錄第一章 緒論第一節(jié) 研究動機與背景第二節(jié) 研究目的第三節(jié) 研究範圍及研究限制第四節(jié) 論文架構(gòu)及內(nèi)容第二章 文獻探討第一節(jié) 產(chǎn)業(yè)供應(yīng)鏈及特性之探討第二節(jié) 供應(yīng)鏈績效衡量第三節(jié) 流程再造之相關(guān)研究第四節(jié) 層級程序分析法(Analytic Hierarchy Process , AHP)第五節(jié) 平衡計分卡之研究第三章 PCB產(chǎn)業(yè)環(huán)境及流程分析第一節(jié) 印刷電路板之用途及分類第二節(jié) PCB產(chǎn)業(yè)環(huán)境分析第三節(jié) 產(chǎn)業(yè)內(nèi)競爭第四節(jié) PCB產(chǎn)業(yè)五力分析第五節(jié) PCB產(chǎn)業(yè)供應(yīng)鏈第六節(jié) 臺灣PCB產(chǎn)業(yè)之SWOT分析第七節(jié) PCB產(chǎn)業(yè)價值鏈分析與流程績效指標第八節(jié) 本章結(jié)論第四章 建構(gòu)關(guān)鍵指標與績效評估模式第一節(jié) 評估模式設(shè)計第二節(jié) 指標權(quán)重求解第三節(jié) 績效指標權(quán)重與說明第四節(jié) 本章結(jié)論第五章 績效評估與流程再造應(yīng)用實例第一節(jié) 平衡計分卡構(gòu)面展開第二節(jié) 個案分析第三節(jié) 個案公司流程塑模與流程改造第四節(jié) 本章結(jié)論第六章 結(jié)論與建議第一節(jié) 研究成果第二節(jié) 結(jié) 論第三節(jié) 對後續(xù)研究者的建議參考文獻附錄A AHP問卷調(diào)查表附錄B AHP計算方式及結(jié)果表 目 錄表21 供應(yīng)鏈定義之區(qū)分表22 供應(yīng)鏈的類型表23 供應(yīng)鏈的類型三構(gòu)面表24 以供應(yīng)鏈嚴密度來區(qū)分之供應(yīng)鏈類型表25 從供應(yīng)鏈涵蓋幅度上來區(qū)分的供應(yīng)鏈類型表26 各種供應(yīng)供類型分類表表27 學(xué)者對於供應(yīng)鏈管理的定義之彙整表28 SCOR第一流程的績效衡量表29 整合的供應(yīng)鏈中四個連結(jié)的績效衡量標準表210 供應(yīng)鏈管理三層次的主要的績效衡量標準表211 表212 學(xué)者對企業(yè)再造之定義表213 AHP評估尺度表表214 AHP RI隨機指標表表215 企業(yè)策略性之財務(wù)議題表31 世界前五大PCB生產(chǎn)國(以產(chǎn)值計算)表32 評估臺灣PCB產(chǎn)業(yè)資源及能力表33 策略矩陣表34 策略矩陣
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