供應商能力的狀態對於汽車製造商來說，是非常重要的供應鏈管理內容，關係著汽車製造商的市場競爭力和專案管理等工作。因此，如何提升供應商能力，建立一條強健的供應鏈體系，是汽車製造商不可避免的供應商管理工作。在本文中，通過研究並建立供應商培訓模型（Supplier Training Model）來提升供應商能力，使供應商培訓後的能力得到改進與提高。本研究所指的供應商，是汽車製造商的一級供應商。在建立供應商培訓模型的方法上，本文採用的方法為訪談調研法和問卷法，這兩種方法是供應商培訓模型建立的核心方法。通過這兩種方法的實施以及對反饋資料的收集與分析，我們設計出適合供應商能力提升的培訓課程，這是供應商培訓模型的重要組成部分之一。本文重點論述的課程內容，是對應供應商的成本控制能力、永續發展能力和生產物流管理能力，這些培訓課程是供應商培訓模型中的核心課程。下一步的研究工作，為了滿足汽車製造商對供應商能力方面的要求，組織供應商參加汽車製造商培訓課程，通過實際的改進工作，對各種能力進行提升。
通過研究發現，本文開發的供應商培訓模型在實際應用上具有積極的效果，即供應商參加培訓課程後，供應商的能力可以獲得提升。本研究為了驗證採用供應商培訓模型之效果，應用上述的三種能力來驗證。通過採用實際的數據進行分析，本論文驗證供應商能力提升的狀況。這些數據基礎，來自于供應商三種能力的評估結果，分別為272家供應商的成本控制能力和永續發展能力的分數，以及258家生產物流管理能力的分數。通過對這些能力分數的分析，本研究發現供應商在完成課程培訓後，它們整體的評價分數的平均值逐年都在上升，這是供應商培訓能夠提高供應商能力的一個顯著特徵。本文在總結和未來研究方向一章中，列出了本研究的貢獻，以及未來的研究方向。本研究的貢獻之處為，建立了供應商培訓模型，並進行了實際應用，採用實際資料進行驗證。在未來研究方向上，可以從現有的培訓研究方法結合企業戰略，資訊系統應用，視訊培訓等方面進行深入研究。
整體上，通過本研究的詳細討論，從供應商培訓模型的建立、應用和評價三個方面得出供應商培訓是提高供應商能力的一種可行方法，也是汽車製造商獲得強健供應鏈系統的有效途徑。這一結論的目的和意義可供其他汽車製造商進行採用供應商培訓，以提高它們的供應商能力和工作效率，具有實際應用之意義。

The status of supplier capability is a very important issue of supply chain management for automobile manufacturers, as it relates to market competitiveness and project management. Therefore, how to improve the capability of suppliers and establish a strong supply chain system is an inevitable supplier management goal for such firms. This dissertation focuses on capability improvement after supplier training by establishing a supplier training model (STM) for automobile manufacturers. The supplier referred to in this study is the first-class supplier of automobile firm. The researcher uses the methods of interview and questionnaire to design a supplier training model. Through the implementation of these two methods and the collection and analysis of feedback data, the researcher designs training courses suitable for supplier capability improvement, as it is an important component of the supplier training model. To meet automobile manufacturers’ requirements, suppliers need to improve their capability by attending training courses that are required by automobile manufacturers. This dissertation further focuses on the course content, which corresponds to a supplier’s cost control capability, sustainable development capability, and production and logistics management capability. Through research, it is found that the supplier training model developed in this dissertation has a positive effect in practical application, that is, after suppliers participated in the training course, the suppliers’ capability can be improved. The research analyzes practical data and shows the results of supplier capability improvement.
This study uses three capabilities to verify the training effect: cost control capability, sustainable development capability, and production and logistics management capability. Through suppliers’ evaluations, the researcher obtains 272 (in total) supplier capability scores after those suppliers attended training at least one year for cost control capability and sustainable development capability, and 258 suppliers for production and logistics management capability. Through analyses of these scores, the research finds that suppliers’ evaluation scores increase on average for consecutive years after training, which is a significant feature validating that supplier training can improve the capability of suppliers.
In the chapter of summary and future, this dissertation offers the contributions of this research and future research direction. The contribution of this study is that the supplier training model can be established and applied in practice, as verified by actual data. For a future research direction, it can conduct in-depth research from the combination of existing training research methods, enterprise strategy, information system application, video training, and so on. In sum, through the detailed discussion of this study, from the establishment, application, and evaluation of the supplier training model, the research presents that that supplier training is an effective way to improve a supplier’s capability and to help automobile manufacturers obtain a strong supply chain system. The purpose and significance of this conclusion can be used on other automobile manufacturers and to come up with their own supplier training to improve supplier capability and efficiency.

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