本研究主要是針對已有供應商績效評核機制之公司，因生產地移轉及工廠生產性質轉變的關係，發現目前供應商績效評核機制無法完全套用到現在工廠生產產品之性質；供應商評核方式對於正式量產機種影響不大，但對於試產機種的評核結果有失真的現象，故需要針對目前供應商評核機制進行調整，經本實驗調查確認後提出一個針對現有供應商績效評核機制的建議方案，將評核機制區分成試產用與量產用兩種規範，以達到供應商績效評核能更客觀、公平之目的，也能更適用於現有狀態的評核方式。
本研究是以A公司之材料供應商每月績效評核辦法及評核結果作為個案分析，首先，(a)本研究取用A公司每月材料供應商績效評核資料進行主分析，將該公司對於材料供應商績效評核資料簡化；(b)再利用簡化後之綜合指標對供應商進行分類，並說明各類別之特徵，同時依不同類別之屬性，提出管理上的改善建議；(c)將綜合指標合併成階級架構，藉由AHP層級結構法及問卷調查取得準則間之權重關係；(d)將研究結果建議A公司結合權重及各項指標績效值與異常扣分調查結果，作為供應商評核規範之方式改善，以達到較公平、客觀的評核結果；(e)對A公司現行材料供應商績效評核辦法進行修正，將現有的供應商績效評核辦法相關權重分配及異常扣分標準區分為試產機種與量產機種兩種。

This study focuses on companies that have established supplier performance evaluation mechanisms but face challenges in adapting these mechanisms due to production site relocation and changes in production nature. It was observed that the current supplier performance evaluation system cannot fully accommodate the characteristics of products now being manufactured. While the evaluation method has minimal impact on the performance assessment of mass production models, it shows discrepancies when applied to trial production models. Therefore, adjustments to the existing supplier performance evaluation mechanism are necessary. Based on experimental investigations, this study proposes a revised evaluation system that categorizes supplier performance assessments into two distinct standards: one for trial production and another for mass production. This approach aims to achieve a more objective and fair evaluation while ensuring better applicability to the current production state.

This research takes the monthly performance evaluation methods and results of material suppliers in Company A as a case study. The research process includes the following steps:
(a) Collecting and analyzing the monthly performance evaluation data of material suppliers in Company A, simplifying the evaluation metrics.
(b) Using the simplified composite indicators to classify suppliers, explaining the characteristics of each category, and providing managerial improvement suggestions based on the attributes of each category.
(c) Constructing a hierarchical framework by integrating the composite indicators and employing the Analytic Hierarchy Process (AHP) and questionnaire surveys to determine the weight relationships between criteria.
(d) Recommending Company A to incorporate the determined weights, performance values of various indicators, and abnormal deduction results to improve its supplier evaluation standards, achieving fairer and more objective results.
(e) Proposing modifications to Company A’s current supplier performance evaluation system by differentiating the weight distribution and abnormal deduction standards between trial production models and mass production models.

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網站文獻
PDCA 探討。
https://www.projectclub.com.tw/hard-power/3min/1628-kpipdca.html
AHP 分析。
https://www.slideshare.net/slideshow/ahp-anp-ppt/41385176
東吳經濟商學學報。
https://cbrd.scu.edu.tw/sites/default/files/EB-941102.pdf
M31 Technology Corporation.
https://www.m31tech.com/zh-hant/esg/sustainable-governance/supplier-
management/