การวิเคราะห์ต้นทุนธุรกรรมในห่วงโซ่อุปทานนกเขาชวา

Abstract

This research intends to investigate the components and activities of the Zebra Dove supply chain system, as well as the transaction costs at each level of the Zebra Dove supply chain. The Supply Chain Operations Reference Model (SCOR Model) and transaction cost economics theory were used as the analytical framework. To explain transaction costs incurred in the Zebra Dove supply chain Case study of the Zebra Dove in Nakhon Si Thammarat Province. which uses qualitative research methodology to find answers. In-depth interviews with structured interview questions with the sample group served as the technique of data gathering. The samples were sorted into three major groups: 1. Zebra Dove Breeder Farm Group (5 samples) 3. Zebra Dove Wholesalers and Retailers (5 samples) and 2. Zebra Dove Breeders (Minor) (15 samples). For samples 1 and 2, a Purposive Sampling approach was used, while for samples 3, Snowball Sampling was used. There are 25 samples in total. Those samples span the supply chain from upstream to downstream. and then analyze the data using content analysis. The results of the study revealed that the main stakeholders in the Java dove supply chain are as follows: 1) Upstream is the Zebra Dove Breeder Farm, which sells inputs to the farm and other Zebra Dove Breeders (minor). Next, 2) midstream is the Zebra Dove Breeder Farm, and the Zebra Dove Breeders (minor) introduce the Zebra Doves into the competitions, and some of them are sold to collectors, middlemen, and wholesalers, which will serve to deliver products to those involved in the Zebra Dove industry. 3) The downstream part is that retailers will sell Zebra Dove to customers as the last part. According to the SCOR model, the Zebra Dove Supply Chain in Nakhon Si Thammarat Province is related to the interlinked processes involving persons or business units in each supply chain from upstream to downstream. To bring value to the Zebra Dove supply chain by concentrating on addressing customer demands at an appropriate cost, including transaction expenses. It was discovered that major players in the supply chain experienced transaction costs in three areas: 1) gathering information, 2) negotiating and making decisions, and 3) supervising and enforcing These are transaction expenses incurred in the supply chain. If a person or company unit must select whether to produce themselves (in-house) or hire or acquire from others (outsource) to decrease expenses, as many transactions as feasible must place within the business unit.