整合策略規(guī)劃與平衡計(jì)分卡及績效評估模式-wenkub
2023-02-03 06:06:40 本頁面
【正文】 trategic Planning and Balanced Scorecard─“PCB Industry”Student：ChiaTing Sung Advisors：Dr. LinLang TangGraduate School of ManagementYuanZe UniversityABSTRACTOne of the most important industries, PCB manufacturing, is also the third largest one of electronic industry in Taiwan. After analysis, I found that the PCB business is able to follow a pullbased system supply chain. Within this industry, it is hardly to be integrated vertically, but most models have created cooperative coplanar partnership. Furthermore, many PCB vendors have connected with their outsourcing partners to plete their supply chain system together. On the other hand, this research also revealed 17 petitive strategies for PCB supplier’s reference and through investigating and pointing out four major principles to enpass 36performance indices specialist consensus and AHP analysis. As a result, two of the most important indicators are quality and leadtime and there are some key factors which can help to evaluate performance, for example, ontime shipping rate, samples ontime delivery rate, and returned rate. The 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 manager
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