A STUDY OF THE OUTSOURCING OF GLOBAL LOGISTICS MANAGEMENT--CASE STUDY ON THE INFORMATION INDUSTRY IN TAIWAN

• Main Authors: Chien-wen Wang, 王建文
• Other Authors: Huei-huang Chen
• Format: Others
• Language: en_US
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/08697093461366306145

碩士 === 大同大學 === 事業經營研究所 === 88 === As information industries'' division of the labor is widely practiced, CPUs may be manufactured in America, motherboards are manufactured in Philippines, power suppliers are manufactured in other place, and then they are assembled in Taiwan. Hence international division of labor is a trend. In the international competitive environment, politics, economics, laws, language, labor, and market are all complex factors, faced with keen competition of globalization, shortened product life cycles, varied ability of suppliers, and uncertain customers responsiveness. This research probes into Taiwanese information manufacturers implement outsourcing activities with a global logistics model. Why do corporations perform outsourcing for their activities? What is corporations'' motive? How to select a partner or outsourcing? How to evaluate outsourcing? Therefore, a study of outsourcing of global logistics management is a topic of this research. This study divides outsourcing into two parts--one is the user of outsourcing, and the other is the supplier of outsourcing. After collection and analysis of the questionnaire, this study arrived at the following conclusions: 1. There is high proportion of firms to play the role of outsourcing user and supplier simultaneously. 2. The proportion of contract relationship in outsourcing is higher. 3. The proportion of activity outsourcing by firms, such as manufacture and transportation, are higher than other activities. 4. Computer firms in Taiwan often provide two kind of activity (manufacture and inventory management) to satisfy the need of customers. 5. It is one competitive strategy to be the provider of outsourcing. 6. Quality and flexibility are key points to select outsourcing partner. 7. Outsourcing relationship affects the strength and weakness of outsourcing.