摘 要
自台灣加入WTO後汽車零件製造業版圖實際上日趨狹小，成本不斷地上升，整個產業已面臨了生存的困境。為因應此激烈的衝擊與挑戰，企業必須策略性有效地取得並整合運用各方資源而建構新的核心競爭力，才能確保競爭優勢延續企業生命。
本研究係探討台灣汽車零件製造業策略性採購、製造彈性能力、分工競合與競爭優勢與組織績效之關係。以競爭優勢的建構為研究主軸，透過競爭優勢的確立，創造組織績效。建立相關之假設，設立實證之研究方法。
本研究以台灣汽車零件製造業為研究對象，共寄發500份問卷。在研究方法上，經由因素分析萃取各構面之主要因素，並檢驗各構面之信度與效度。而整體模式架構，則以 LISREL模式進行檢定其適合度如何。並以其他統計分析工具進行各構面因素之差異性檢定、及各構面因素間互動性之檢定。
研究結果發現：策略性採購對其他構面有正向的影響；製造彈性能力對其他構面有正向的影響；競爭優勢對組織績效也有正向的影響；但分工競合對其他構面只有部分正向的影響，其中構面因素「供應鏈的整合能力」對「競爭優勢的維持」及「財務績效」卻呈負向的影響。另外，策略性採購與競爭優勢、製造彈性能力與分工競合、製造彈性能力與競爭優勢等兩兩間有顯著的互動關係；但分工競合與競爭優勢間卻不很顯著，資源與技術的分享可能失去競爭優勢的芥蒂，在企業間似乎仍普遍存在。
其他經實證發現：員工人數在 500人以下之企業，在分工競合方面最需要有良好的「供應鏈的整合能力」與「擁有核心競爭力」配合；而員工人數在 100人以上之企業，在組織績效方面最需要良好「財務績效」的支持。年度營業額在 10億元以下之企業，在策略性採購方面最需要有良好的「供應商的回應能力」之配合；1億元以上之企業在「供應商的選擇」之主動性較高；5~10億元之企業，在分工競合方面最需要有良好的「供應鏈的整合能力」之搭配。主要產品銷售對象以「純粹國外市場」與「包括國內外市場」之企業，在組織績效方面可以發揮較好的「財務績效」。

Abstract
After entering WTO, the Taiwan’s auto-parts manufacturing companies’ market has shrunk, causing cost to rise; the whole industry is facing a survival dilemma. To endure such a harsh impact and challenge, industries must use strategically effective ways to acquire, conform resources and create a new core competitive product: the solution to assuring competitive advantage, therefore insuring company survival.
This research is on the relationship between the factors; Strategic procuring, flexible manufacturing capability, cooperation and co-opetition, competitive advantages and organizational performance. Constructing a companies’ competitive advantage is the major outline of this research. By confirming ones competitive advantage, organizational performance can be ensured. Through a relationship hypothesis, we can confirm our research methods.
A total of 500 questionnaires were sent for this research. My research method; use factor analysis to find the key factors for each category and test their creditability and effectiveness. As for a structural model, I’ve used LISREL to test its compatibility. Other statistic analysis tools were used to test different domain’ factor differences and interaction.
The result of my research: strategic procuring and flexible manufacturing capability positively affects everyone else; competitive advantage positively affects organizational performance. Cooperation and co-opetition positively affects only some domains. Suppliers’ conforming ability negatively affects competitive advantage and financial performance; a result of this industry’s conservative attitude. Besides this, strategic procuring and competitive advantage, flexible manufacturing capability and co-opetition, interact clearly; while interactions of cooperation and co-opetition and competitive advantage are relatively sketchy. A common anxiety towards resource and technique sharing can handicap competitive advantage.
Other results show: companies with 500 employees and under require “supply chain integration ability” and “core competitive power” most; enterprises with employees over 100 require “financial performance” to support their organizational performance factor. Enterprises with an annual revenue under 1 billion dollars require “suppliers’ response ability” to work with their strategic procuring while revenue above 1000 million dollars has more initiative on “suppliers’ choice”. For the enterprises’ with revenues between 500 million and 1 billion, they require “suppliers’ conformity ability” to collocate with their cooperation and Co-opetition and good financial performance growth. A healthy “financial performance” is required for enterprises that sell their products to markets both foreign and domestic.

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