Construction Company’s Maintenance of Relations with its Core Suppliers

[[abstract]]摘要 在營造業的分工體系中，建構班底已為外包策略之主流。但在研究中發現， 各家營造公司對班底的管理方式，都不盡相同。至運用班底的成果，亦有相當的 差異。營造公司之外包政策，是希望得到班底的服務，而班底則希望獲得營造公 司的特別照顧。但經過多變的施工過程，他們的努力並不一定能取得預期的回報。 因此，在交易過程中，雙方難免會互相猜忌與敵視，讓本應相輔相成的緊密關係 形成裂痕。本研究結合前人的相關理論與見解，以半結構之問卷，深入訪談國內 15 家營造公司及15 家班底。藉由這30 個案例訪談成果，來探討營造公司分包策 略之內涵及影響因素，進而實證他們維繫的關係，以提供強化維繫之方法。有關 班底關係的議題，本研究從訪談過程中有如下之心得。 （1）、專業廠商可同時為多家營造公司的班底，因此班底對合作的公司會作比較 與篩選。所以主導建構班底的營造公司，並不能完全掌握班底關係形成的 主控權。 （2）、建構班底為營建業慣用的外包策略，其演進是漸進的，是經過長時間的淬 錬，不斷的回饋與演化而成。但部分營造公司認為這是較消極作法，因此 提倡較積極的公司整合，來替代建構班底的外包策略；而班底也已體認到 公司的運作已受侵犯，亦亟欲簡璅怐b營造公司下之經營形態。 （3）、越專業化的營造公司，對班底的依賴度越低；營業範圍較廣泛的綜合營造 公司，對班底的依賴度會較高。 （4）、營造業的市場競爭是非常激烈，部分公司的因應之道，是盡量壓縮班底的 利潤空間；但也有另一種的思考方式，認為應誘導班底充分發揮其潛力與 價值。二者看似不相違背，但在訪談中，並未發現有二者併行之公司。 （5）、在度量班底效應的四向度中，營造公司較希望班底能與其同甘共苦；但在 班底方面，卻傾向於營造公司之契約合理化。[[abstract]]ABSTRACT In the construction industry establishing a core supplier base has become the mainstream of construction companies’ subcontracting strategy but there are differences between construction companies in the way of managing core suppliers which lead to different effects While a construction company wants good service from its core suppliers the core suppliers wish to be given preferential treatment However because of the changeable conditions in construction they do not always get what they want in return for their efforts and consequently during the process of transaction cracks may develop in the otherwise close relation Combining the theories and findings of previous researchers this study employed semi-structured interviews in collecting the opinions of 15 main contractors and 15 subcontractors The purposes of the interviews were to understand construction companies’ subcontracting strategies and the ways that can be used to strengthen their relations with core suppliers A few conclusions from this study are: 1 Since a specialist subcontractor may be hired by several construction companies in the same time the subcontractor can be selective when contracting with construction companies and the development of a core supplier may not be entirely in the control of the construction company 2 Although the process of core supplier development is gradual and may take a long time some construction companies chose a proactive approach for integration instead of the usual passive and evolutionary practice while some subcontractors considered running their business more independently 3 The more specialized a construction company is the less it relies on core suppliers while the broader the scope of business for a construction company is the greater its dependency on core suppliers is 4 In the construction industry the competition for jobs is intense and some construction companies respond by lowering the margins for core suppliers while the other school of thought believe in the value core suppliers can offer; it was found that no company would take both positions 5 Of the four aspects that indicate a construction company’s maintenance of relations with its core suppliers the interviewed construction companies tend to emphasize the sharing of profit and loss with core suppliers while the interviewed subcontractors tend to value the fairness of the terms of contrac