The Study of Job Assign and Linkage Management in the Dynamic Cooperative Network

由於競爭環境的變化，使得供應鏈中製造廠商與供應廠商雙方的交易關係(supplier-manufacturer relationship)有了重大的改變，由過去競爭的對立關係，轉變為合作的夥伴關係；中心廠與諸多零配件的供應商形成了一個合作的群聚，來共同滿足買方客戶的需求。台灣中小企業組成的綿密產業網絡便是一個相當好的例證，台灣產業網絡的「彈性」和「速度」特質，使台灣企業能夠在市場急速變化、壓力陡增的情況下，及時進行靈活調適，並整合體系內各種可用的資源，創造特有的競爭優勢。 本研究以個案研究的方式，選擇具動態合作網絡特性的營造業作為母體，來瞭解台灣的營造廠如何建立與維繫一個動態性合作網絡？如何進行網絡成員的分工與連結管理？本研究透過兩個實務個案分析，來瞭解動態合作網絡的分工與連結管理的前因與後果，建立觀念性架構與命題，以作為企業經營業者的參考。 營造廠的「價值活動調整」的取決會受到「環境系絡」、「技術系絡」的影響，當營造廠決定其價值活動涵蓋範疇後，將會面臨價值活動劃分的問題，要在諸多的承包商中選擇合適的對象來負責各式專業工項的執行工作，也就是要進行其「委外對象選擇」的安排，接下來最後就是依據承包商的類型的不同，於此稱之為「網絡關係管理類型」，進行分類管理，最後導致不同的「利潤模式」的選擇。 整體而言，個案公司多年來能在環境景氣循環與競爭壓力的衝擊下，不斷地成長茁壯，核心的概念在於其價值活動涵蓋範疇的動態調整彈性，方能擁有足夠的利潤，持續地追求公司的成長。當環境競爭態勢激烈的時候，就擴大價值活動的涵蓋範圍，將工程進行細部的切割，一方面可以跨過大包商直接發包給小包商，自己進行溝通協調的工作，以降低成本，一方面則可以將專業工項的設計規劃、採購活動等納入公司內部執行，減少外包佔比，提升工程利潤；當環境景氣好，訂單旺的時候，就降低價值活動的涵蓋範圍，發大包給承包商來執行，辛苦費時的整合者利潤讓給承包商，雖然單一工程的整合者利潤降低，但是由於可以承接的工程數目變多了，所以在仲介者利潤的擴大下，獲得利潤的成長。 營造廠的策略彈性，來自於其自身的價值活動調整彈性與承包商網絡的建立與維繫。該價值活動調整的彈性來自於自身能力的強弱與完備性，能力越強越完備的廠商，其價值活動調整的彈性越高；營造廠的能力可以分為整合能力與操作能力兩類，整合能力佳的廠商在價值活動細切給小包商的時候，或者在跨專業工項的承包商間的溝通協調上，會有比較好的績效，如期完成工程，減少成本支出；操作能力好的營造商，除了可以選擇性地決定是否要將專業工項相關的價值活動內製外，增加議價能力外，還可以掌握該相關工項的成本結構，控制成本支出。在承包商網絡的建立與維繫上，多元化承包商網絡的存在，除了可以讓營造廠能夠視工程需要找到合適的承包商外，還可以透過創造群與群間的承包商的相互競爭性，來降低對於單一承包商的依賴程度，也增加了承包商間的選擇彈性。 由於工程設計的差異，工程技術的變遷，營造商必需不斷地透過工程案件的執行，向具夥伴關係的廠商學習特定工項的操作知識與技能，提昇自身的能力，也將該操作知識與技能傳授給具團隊關係的廠商，也帶動整體承包商網絡能力的增長。因而，讓營造廠得以在環境競爭與技術變遷的衝擊下，獲得不斷成長的機會，也創造了與承包商網絡同步成長的機會，而得以避免整體策略彈性喪失的可能性。 最後，不同的網絡關係類型的管理代表著不同的利潤模式的創造思維，營造廠對於會員關係類型的承包商將採取採購成本最小化的模式，之於團隊關係類型的承包商將採取交易成本最小化的模式，夥伴關係類型的承包商則採最大化綜效的模式。Duing to the changing of the competitive environment, make the relationship between the manufacturing firm and their suppliers from competitive to cooperative. The manufacturing firm and its suppliers form a cooperative cluster to satisfy the buyer’s requirement. The cooperative network manufacturing firms build become one of the important sources of competitive advantage, therefore it’s a significant issue to the management of the cooperative network. From the practical view, the intensive industrial network organizes by the small and medium size enterprise is the important source of the Taiwan’s manufacturing advantage. The nature of flexibility and speed of Taiwan’s industrial network makes the firms could deal with the fast changing environment, and integrate the available resources of the network to create the unique competitive advantages. The industrial network also play a major role for hundred billion of the foreign exchange reserves in Taiwan, no matter what the traditional industry, such as tailoring, shoes, and machine tool industries or high-tech industry as computer, integrated circuit and electronic industries, the specialization and cooperation between industries is more significant in Taiwan than in other Asia countries, such as in Japan and Korea. Therefore, it’s an important issue to know the manufacturing firms how to build up and maintain their dynamic cooperative network and how to do the job assign and the leakage management among members of network. From the theatrical view, the early researches in the intra-organizational cooperative relationships is focus on the dyadic relationship to explain how the power and trust influence the cooperation, maybe how to gain the competitive advantage based on the relationship further. As we know manufacturing firms will exchange their resources with many suppliers, they always make the strategic decision from the holistic view of the network, not the dyadic view. Miles and Snow (1984) argue that the traditional organization will be disaggregated vertically, the way of integrating all the functions in a single organization will be instead of dividing into many independent firms to execute coordinately. They said that a successful company should integrate and coordinate their network members dynamically to achieve the customer’s need. Recently Bovet and Martha (2000) emphasize the important of building the value creating system to support the customer’s need agilely, the network of value system is different from the production line relationship of traditional supply chain, it start by the customer’s need, the manufacturing firms which interconnected with their suppliers, strategic partners, customers, exchange with the network member to acquire the resources they need, such as economic assets, knowledge, intangible benefits, to satisfy the need of customer (Allee, 2000). This study tries to figure out how the manufacturing firm build up and maintain their network dynamically, how they do the job assignment and linkage management, by case study. The two cases selected from construction industry are suitable to present the dynamic network management, by cooperating the two cases, this study establish the conceptual framework and propositions for the reference of managers