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上海交通大学硕士学位论文产品外包或自制的决策分析姓名：颜杰申请学位级别：硕士专业：工业工程指导教师：蔡建国;嵇砚生20030701I“”“”?“”IIIIIAbstractWiththetrendthatmanylargecompaniesintheworldturningtheirmanufacturetoChina,oneofthemostimportantfeaturesisoutsourcing.Inthepastcompaniesdideverythingfortheirproductsbythemselves.Nowtheindustryfractionizationmakesthevaluechainchangedalot.Somefunctionaldepartmentsthattheenterpriseisnotgoodataregraduallyoutsourced.“Outsourcing”meansenterpriseoutsourcestheirnon-competencebusiness.I.eletotherstodothejobthatyoucan’tdoorarenotgootat.Themarketcompetitionisbecomingmoreandmoreintense.EverycompanyhastheirowncoreTechnologyandmarketpositionanditsdevelopmentcountonthesuccessofcorebusiness.Outsourcingnon-corecompetenceandweakbusinessunitstooutsidespecializedsupplieristheeffectivewaytofreeupthemselvestoputmoreefforttotheircorecompetencebusiness.ThroughanalyzingtheproandconofQDLucentoutsourcingdecisionmaking,thispaperlistfivekeyfactorsthatwereinvolvedQDLucentAbstractIVoutsourcingdecisionmaking,usinganalytichierarchyprocesstoworkouttheweightsoffivefactorsfortheoutsourcingdecisionmaking.ThenratingeachofthefivefactorstoLucentQDoutsourcingprojectandcaculatingthemarkofoutsourcingandselfmakingrespectivelyinordertogetthefinaldecision.KEYWORDS:SELFMAKING,OUTSOURCINGDECISIONMAKING,ANALYTICHIERARCHYPROCESS-1-:”,””,,,,.(EMS)IBM-20012002-2-“”“”“”80“”1989·:-3-……IDC1998—2003199899020031510199851552%200381054%200315.1%26.9%·(JamesOuinees)“”[3]“”“”1/3“”[13]“”IBM-4-IBM——IBMIBM90:“”80170“”———1.03———·(MarkSchneider):“”2-5-·:“”“”1102031993521997500-6-1996420426199619975.1%199719980.2%199833%40%[2]“”“”———:ITIT-7-IT,ITITIT(Corecompetence)12345[9]-8-()1015“”90“”“”1“”“”“”“”“”:-9-“”2“”:3.:“”“”.[3]-10-60OEM-11-ODM-12-()199973%OEM38%-13-CEM1999CEM574200432,030200130%80%[13]PontiacLeMans40%-14-DM-15-()WTO2002200292,32619.4%710-16-(EMS)EMS20012/3EMSEMSODM-17--18-?1990-19-75002/373%40%90%[5]1/51/5Dun&Bradstreet20-25%250%570%Dun&Bradstreet-20-2090----21--22-QASQASQA3-6ISO9000SQASQA-23-2001123——2001EricssonNortel200212219337%1183.49-24-1999128420029171Outsourcing180703-25-1998234-26-644051-27-2Channeldependences345-28-1996ATT11%90%2000(EMS)IBM-20012002-29-“”2001()-30-41122-31-12334-32-(EMS):OEMOEMOEMOEM:1?OEM23OEM-33-4OEMOEMOEM5OEMOEM6OEMEMSEMSOEMEMSOEM:1.OEMEMS2.OEMEMS3.OEMOEMEMS-34-4.OEMP1P2P33P1P2P2P3P3P1P2P313P1P2P35-35-23P1P2P3-36-nC1C2….CnO5CiCjaijCiCjOA=aijnxnaij0aij=1/aij11aijAaij=1C1C2….Cn511/243321755A=1/41/711/21/321/31/52111/31/53112a12=1/2C1C2O12a13=4C1C34:1a23=7C2C371-37-CiCjOaij1-9aij12…911/2…,1/91-9aij11-9aijaij1CiCj3CiCj5CiCj7CiCj9CiCj2468CiCj11/2…1/9CiCjAλCI=λ-n/n-1RI[1]n(=1-11)RI-38-2RIn1234567891011RI000.580.901.121.241.321.411.451.491.51n≥3ACInRICRCR=CI/RI0.1A2132111-39-221-934CR1,12-40-3CMCM45-41-12C1C2C3C4C5UC1C2C3C4C5P1P2-42-CiCjA=aijnxnaij0aij=1/aij1AC1C2C3C4C5C1/C1C1/C2C1/C3C1/C4C1/C5C2/C1C2/C2C2/C3C2/C4C2/C5A=C3/C1C3/C2C3/C3C3/C4C3/C5C4/C1C4/C2C4/C3C4/C4C4/C5C5/C1C5/C2C5/C3C5/C4C5/C5151311/511/511/4=151421/31¼1¼14½41-43-n≥3ACInRICR=CI/RI0.1A”ExpertChoice”ACR=CI/RI=0.020.1AExpertChoice”C1C2C3C4C5C1ω1=0.277C2ω2=0.064C3ω3=0.34C4ω4=0.074C5ω5=0.245C3C1C5C2C4-44-31C1C2C3C4C51-515234a1(C1)a2(C2)a3(C3)a4(C4)a5(C5)C1C2C3C4C5=a1*ω1+a2*ω2+a3*ω3+a4*ω4+a5*ω5=1*0.277+2*0.064+4*0.34+1*0.074+1*0.245=0.277+0.128+1.36+0.074+0.245=2.084=a1*ω1+a2*ω2+a3*ω3+a4*ω4+a5*ω5=5*0.277+1*0.064+3*0.34+2*0.074+3*0.245=1.385+0.064+1.02+0.148+0.735=3.352-45-C1C2C3C4C5-46-[1]1998[2]Fine,CharlesH.andWhitney,DanielE:IStheMAKE-BUYDECISIONPROCESSACORECOMPETENCE?MITCenterforTechnology,Policy,andIndustrialDevelopment,February1996.[3]RutherfordPublishingnewsletters,[4]Krizo,Shannon:ElectronicManufacturingServices,CaliforniaTechnologyStockLetter,MD&DIAugust1999.[5]Doig,StevenandRitter,J.Ronaldetc.:HasOutsourcingGoneTooFar?TheMcKinseyQuarterly,2001,#4.[6]19996[7]819997[8]19957[9]JamesB.Dilworth,ProductionandOperationsManagement:ManufacturingandNomanufacturing,4thedition,RandomHouse,Inc.,1989[10]19993[11]19992[12]19975-47-[13]Souza,Crista:Anotherconflictflaresinsupplychain,EBNJan24,2002[14]Hopp,WallaceJ.andSpearman,MarkL:FactoryPhysics.PublishedbyATimesMirrorCompany,ISBN:0-256-15464-3.[15]Fisher,LawrenceM.:FromVerticaltoVertical,strategyandbusinessissue22.[16]Gordon,Peter:Faster,Moreprofitableestimationprocessforoutsourcingcosts,Quarterlyforum,June3,2002.[17]Cox,Andrew:TheQVwaytoavoidadverseselectionandmoralHarzard,CAPXResearch,Vol.4,Sep,2000,Issue1.[18]Chase,RichardB.etal:ProductionandOperationManagement,ManufacturingandServices.ISBN7-111-06600-6,1998,McGraw-HillCompanies,Inc.-48-2003-49-产品外包或自制的决策分析作者：颜杰学位授予单位：上海交通大学相似文献(10条)1.期刊论文白庆华.刘铁军运用自制/外购决策矩阵对企业外包进行决策分析-现代管理科学2005,(9)本文采用自制/外购决策矩阵分析企业外包的可行性,并以案例作为切入点,阐述企业的外包必须对前期决策加以慎重考虑,以使企业能够有效判断,正确规划,从而预先规避风险.2.学位论文杨习贵中国汽车行业自制和外包原则及实证分析2003自20世纪80年代以来,随着经济的全球化和信息技术的飞速发展,外包这个产生于20世纪50-60年代的名词赢得了前所未有的知名度.一个好的英明的外包决策可以为企业带来享之不尽的好处.然而,一个错误的外包决策同样会毁了一个企业.因此,如何作出一个正确的外包决策成为了许多企业的战略话题,也成为了许多专家的研究课题.首先,该文先是给出了一个引言和外包的定义.在引言部分,介绍了外包产生的背景,并给出了整篇论文的研究思路:包括该文的研究意义、研究内容框架和研究方法.接着,从外包的理论