CONCLUSION AND RECOMMENDATION
B. Future Research Directions/Topics
In today’s global competitive environment, companies face the needs of customization and rapid response and are unable to survive in the industry if they stand alone. Supply chain management has become more important when the relationship between enterprises and suppliers are no longer hostile but to establish long-term cooperative partnership. In order to appropriate suppliers who can enhance the competitiveness of the enterprise.
Using the AHP model, the criteria for supplier selection are clearly identified and the problem is structured systematically. This enables decision makers to examine the strengths and weaknesses of the supplier by comparing them with respect to appropriate criteria and sub-factors. Moreover, the use of proposed AHP model can significantly reduce the time and effort in decision making. AHP can be widely used when making decisions regarding the qualitative aspects of a problem.
A future work can be conducted for other categories. A supply chain (SC) consists of all parties involved, directly or indirectly, in fulfilling a customer request. A supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and
customers themselves. Supplier selection is one of the basic activities of Supply Chain Management (SCM). A best supplier for a firm is one who has implemented the concept of knowledge management successfully. Therefore the evaluation of knowledge sharing capability of suppliers becomes a task of prime importance.
Further research could also be directed to how to improve the structuring of analytic hierarchy in implementing AHP approach in supplier evaluation. One possibility is using different methods to group criteria and sub-criteria, and then comparing their results to identify a better structure. There could be more research done on how to improve the business interaction and information exchange between different manufacturing companies around the world, especially those who have strong interests in expanding their business activities abroad.
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Description of Questionnaire (問卷說明)
1. Example (填表範例)
For each question, there is a factor on the right side and one factor on the left side. If you think the left hand side factor is more important than the right side, please mark a “check” on the appropriate place of the scale and vise versa.
每題左右兩邊各列有一項因素，若您認為左邊因素較右邊因素重要時，請在靠左側的尺度中選 擇一適當位置打勾「」；反之，若您認為右邊因素較左邊因素重要時，請在右側的尺度中選擇 一適當位置打勾「」。
For example: When you want to buy a notebook, assuming considerations include
"function (A)" and "appearance (B)" If you think "function (A)" than "appearance (B)" is important, and important 5:1 degree, to mark its way as follows:
例如：當您要購買『筆電』時，假設考慮因素包括「功能（Ａ）」與「外型（Ｂ）」，
2. Hierarchy and assessment project description (層級結構及評估項目說明)
In this study, keep the best suited existing supplier for blade switches, the establishment of analytical hierarchical structure as shown. The structure is divided into three levels, five criteria, and twenty sub-factors.
本研究針對選擇最佳供應商之決策問題，建立分析層級架構如下圖。主要分為3層級、
5標準、20項評估因素，茲分述如后。
1. 第一層：以選擇最佳供應商為決策目標。
2. 第二層：評估構面分為成本、供應、品質、技術、服務。
3. 第三層：各評估構面下的準則。
Each assessment projects are detailed below:
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To keep the best suited existing supplier for blade
switches
Cost
Active cost reduction
Best cost management
On time submission of PPV, OBS Package
Assurance of timely PO
Supply
Delivery
Planning
Flexibility
Process management
Quality
Manufacturing production capabilities
Continual improvement of products and process Supplier Quality purge/shipments on hold
management system Meet DPPM goals
Corrective action process to identify and resolves issues and problems
Technology
Products/Process technology leadership
Meet design‐to‐cost requirements
Joint design capabilities
Technical effectiveness
Service
Responsiveness
Risk management
Business Continuity Plan Audit
Criteria Sub Criteria Description
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Questionnaires
1. Based on the "to keep the best suited existing supplier for blade switch” goal, please rate the importance between A and B. 就達成「選擇最佳供應商」的目標而言，您認為Ａ 與Ｂ之相對重要性如何？
Ａ
評 估 尺 度 絕 Ｂ
強 極
強 強 稍
強 等
強 稍
強 強 極
強 絕
強
9 8 7 6 5 4 3 2 1 2 3 4 5 6 7 8 9
Cost Supply Cost Quality Cost Technology Cost Service Supply Quality Supply Technology Supply Service Quality Technology Quality Service Technology Service
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2-1. Under the “Cost” consideration, please rate the importance between A and B. 在「成本」 的構面下，您認為Ａ與Ｂ之相對重要性如何？
2-2. Under the “Supply” consideration, please rate the importance between A and B. 在「供 應」構面下，您認為Ａ與Ｂ之相對重要性如何？
2-3. Under the “Quality” consideration, please rate the importance between A and B. 在「品
Capabilities Meet DPPM goals
Manufacturing
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2-4. Under the “Technology” consideration, please rate the importance between A and B.在
「技術」的構面下，您認為Ａ與Ｂ之相對重要性如何？
2-5. Under the “Service” consideration, please rate the importance between A and B. 在「服 務」的構面下，您認為Ａ與Ｂ之相對重要性如何？