動態能力（Dynamic Capability）在探討企業面對動態的環境時該如何去適應、調整，以持續維持競爭力。自從被David J. Teece（1997）提出就一直是學者們非常關注的議題。 本研究探討動態能力、供應鏈能力以及客戶滿意度三者之間的關係，其中我們將動態能力再細分為適應能力（Adaptive capability）和協調能力（Coordinate Capability）。根據過去動態能力的研究，我們知道動態能力屬於企業的一種高階能力，它能夠透過影響不同的二階執行面能力（Operational capability）來間接影響企業的表現。過去有學者討論行銷、製造、科技等不同執行面能力，卻很少有學者將動態能力和供應鏈管理兩者做連結，因此本研究欲彌補這中間的空缺。本研究樣本來自第四輪高績效工廠計畫（High Performance manufacturing，HPM），共71筆台灣區工廠的資料，並採用SmartPLS3.0統計軟體分析。研究結果發現動態能力中的適應和協調能力皆對供應鏈能力有正向的影響，且再次驗證供應鏈能力能顯著提升客戶滿意度。此外，本研究還發現越依賴資訊科技的企業，其適應能力對供應鏈能力的影響越劇烈。愈拉近動態能力和供應鏈領域之間的連結。 / Dynamic capability is about how firm should adapt and adjust to retain their competitiveness in this constant changing dynamic environment. David J. Teece brought up the concept, and since then, has been the center of attention for scholars all over the world. In this research, we talk about the relationships between dynamic capacities, supply chain capabilities, and customer satisfaction, dynamic capability is further dissected into adaptive capability and coordinate capability. According to past research, dynamic capabilities are characterized as higher-order competencies, and it can impact firm’s performance through enhancing its operational capabilities, or the second-order competencies of the firm. In the past, many discussions were conducted with marketing capability, manufacturing capability, technology capability, etc., as the operational capability, while few link the concept of dynamic capability with supply chain management, we wish to shorten the gap between the two. Our data came from the fourth round of HPM (High Performance Manufacturing) project, with a total of 71 Taiwanese manufacturing companies. We use SmartPLS 3.0 software to run our analysis. Our findings suggest a positive relationship between dynamic capabilities and supply chain capabilities, an increase in either adaptive or coordinate capability will result in enhancing supply chain capability, while an increase in supply chain capability will results higher customer satisfaction. We further discovered that companies with higher dependency on information technology will have a stronger relationship between adaptive capability and supply chain capability.

隨著網際網路的普及，電子商務開始蓬勃發展，而企業對企業間的電子商務更是被認為在未來會成為電子商務中最主要的部份。供應鏈管理為企業對企業間電子商務的應用之一，供應鏈管理其主要目的在使整個供應環節運用整合性的作業方式以及和諧式的經營理念，提供一個低成本、高效率、高彈性、以及能快速回應的競爭優勢。由於電子商務的發展，可以幫助公司減少供應商的數目及協助企業夥伴，電子商務和供應鏈管理的整合也正在改變企業的內部作業以促進彼此合作，運用電子商務整合產業上中下游的供應鏈管理將成為企業競爭利器。 　本研究透過實證研究的方式，實際用問卷調查國內的資訊產業，觀察其電子商務應用與供應鏈管理績效間的相關性，希冀透過本研究來瞭解電子商務應用程度的多寡是否會影響供應鏈管理的績效，並進而對企業提出更具體的建議。 　本研究的兩個主要目的為：(1)探討電子商務應用與供應鏈管理績效間的關係，(2)探討企業特性是否會對電子商務應用與供應鏈管理績效間的關係造成影響。從研究結果顯示出，電子商務應用與供應鏈管理績效間有顯著的正相關，在企業特性方面，研究結果發現組織的型態不會影響電子商務應用與供應鏈績效間的關係，但組織的規模則會影響電子商務應用與供應鏈績效間的關係。 / Along with the widespread use of Internet, E-commerce starts to expand prosperously. Business-to-Business (B-to-B) E-commerce is considered the most important part in the future E-commerce, and Supply Chain Management (SCM) is one of the applications in B-to-B E-commerce. The main purpose of SCM is to offer a low-cost, efficient, quick and flexible competitive advantage by the united operational method and the harmonious management concept for the whole supply segments. Owing to the development of E-commerce, it can help the company reduce the number of the suppliers and form an alliance among the business partners, when integrating E-commerce and SCM. It also will change the internal operation of industry to improve mutual cooperation of industries and become a competitive weapon for the business by the unification of up, middle and down streams of SCM through E-commerce. 　This research is to investigate the relation between applications of E-commerce and performance of SCM through empirical study by the practical questionnaire of Taiwan's information industry. Through the research, we hope to understand the influence of applications of E-commerce to the performance of SCM and to offer concrete suggestions for business enterprises. 　There are two main purposes in this study. Firstly, we want to study the relation between applications of E-commerce and performance of SCM. Secondly, we want to find out if the characteristics of the business enterprise will influence this relation. From our study, we find out that applications of E-commerce and performance of SCM are heavily related. We also find out the type of the business organization will not influence the relation between applications of E-commerce and performance of SCM, but the scale of the business organization will.

從網際網路的興起，導至許多的相關發展應運而生，一種新型態的數位經濟儼然形成，繼而起之的就是當紅的EC與EB的快速發展。目前許多企業組織紛紛走向走一潮流，在此一時代的大環境之下，企業們紛紛朝向策略性的組織聯盟來發展，他們意識到，唯有以合作性的策略聯盟才能更掌握競爭優勢。而電子化的交易市集，正是它們眼中最佳的追求目標，因為它能夠幫助企業們達成上述一連串相關的理念與願景。 　縱使電子交易市集(e-marketplace)的前景一片看好，但目前大部分採行電子商務應用的公司，多著重在電子交易／採購部分，未能重視流程處理，並且仍然處於競爭仍然大於合作的狀態，再者，供應鏈管理上相關活動如訂單、存貨管理等等亦未能融入其中；因此，為能夠使企業有效連結產銷體系，完整建立起全球運籌管理模式，並精確掌握市場需求變化、迅速無誤地撮合買賣及完成交易，故就目前電子商務及產業電子化發展的情況來說，融入了供應鏈管理機制的電子交易市集應該就是一有效可行的解決方案。 　目前供應鏈管理之最新發展的模式為CPFR（Collaborative, Planning, Forecasting and Replenishment）模式；此為一流程處理模式，主要強調供應鏈上協同合作流程(collaborative processes)的概念，以促進供應鏈上流程的處理效率，同時藉由成員之間的訊息分享(information sharing) 及整合性企業流程(co-managed)來獲得供應鏈管理之最佳績效。 　因此，若能夠在B2B(Business To Business)電子交易市集平台機制中，將CPFR的流程及服務整合入市集平台中，則將會使得企業在這一波產業電子化的浪潮中，更能夠掌握住競爭優勢，故本研究首先根據文獻整理，建立起具有整合效益之電子交易市集之平台架構；進而以協同合作此一運作機制，將CPFR 處理流程之解決方案整合至此交易平台內，以建構出一具有CPFR協同合作的交易平台模式，來描述整個產業電子化在整合供應鏈及交易市集策略運作方式與流程；最後，再針對建構模式中，進行模式各個構面及服務的定義，讓企業清楚的了解合作流程的真正效益及優勢。

網際網路(Internet)大量應用於商業化之後，企業經營模式產生了鉅大的改變，尤其是以應用於資訊傳遞的方法更是徹底。也由於Internet的普及，也使得構築於Internet的資訊應用科技系統更深化於企業經營之中。 台灣的資訊製造產業是全球化最深的產業，該產業本身從訂單到生產到交貨莫不與全球各地的企業習習相關，而速度、彈性與創新更是這些產業所追求的目標。為了達成這樣的目標，因此，企業資源規劃(Enterprise Resource Planning)、電子供應鏈管理(Supply Chain Management)與全球運籌管理(Global Logistics)，對台灣資訊製造產業是相當重要的課題。由於這樣的產業特色，也使得如何應用Internet資訊技術整合供應鏈，促使台灣資訊製造產業的電子供應鏈體系能有效的經營，建構企業的核心能耐，亦是當前企業必須面對的商業策略議題。 本論文之研究方向是以台灣地區資訊製造產業間的電子供應鏈發展為對象，目的在於：1)瞭解電子供應鏈意涵及發展歷程；2)電子供應鏈對企業的效益；3)電子供應鏈的現況分析及其願景；同時以個案研究方式深入探討目前在企業體系的實際運作並由企業願景、企業能耐等構面來分析電子供應鏈應用於企業界的演進階段。 在個案研究部份，本論文是以政府的『產業自動化及電子化推動方案』(簡稱AB計畫)為主要基礎，再由『A、B計畫』中分別篩選足以作為示範應用系統的台灣惠普公司(HP)以及神達電腦公司(MiTAC)作為本論文的研究對象。並以1)電子供應鏈動態發展策略；2)使命願景；3)企業能耐；4)電子供應鏈管理制度；5)電子供應鏈與上下游廠商動態策略分期標準；5)電子供應鏈動態策略演進階段；等五個研究變項建立觀念模型進行實證研究，發展相關命題與建議。 經實證結果發現，電子供應鏈動態發展可歸納為四個階段，每一階段各有其不同之命題與概念發展，四大階段分別為：1)概念醞釀期，主要是建立成員間的共識；2)成員數量累積期，側重於企業實體資訊構架的建置；3)品質控制期，此一時期「品質」是命題的重點；4)策略聯盟期，著重在跨體系間的價值鏈運用。企業願景是貫穿每一階段的核心，企業能耐則是落實企業電子化的趨力。 本論文之研究發現可歸納為以下重要結論：台灣資訊製造業電子供應體系發展能否成功，關鍵是在於B計畫中的衛星體系能否電子化成功。因為B計畫的中心廠商對電子供應鏈的策略目標與組織共識是非常明確的，而且在企業能耐與實力上已經厚基了相當的實力。反而是衛星廠商由於經濟規模之限制需要投入更多的資源輔導。 / The operational approach of enterprises has been changed drastically after the vast commercialization “Internet” applications. In particular, business management must be transformed to the new business model from the traditional design. We find the application of information technologies has become significantly important factors; especially, how to use related information technologies and methodology of the application implementation are the major points of transforming to the new business model. The information industry in Taiwan area is a very profoundly globalizes. When a corporate obtains a international purchased order “PO”, we can find along the process from PO to manufacture and delivery to the buyers, the promotion on time efficiency availability commitment and flexibility are necessary for achieving the goal. Other words, the “e-Business” has become the most important topic on the corporate management of the new digital economy era. The focus of this research is to e verify goals for supply chain management and the establishment of strategic alliance. The purpose of this paper builds a model for supply chain management (SCM) analysis based on the concept of the investigation on current situation of the SCM, the industrial development theories, the literature review on pervious studies, and the case study analysis. The result of the study shows that the SCM dynamic development can be divided into four stages with each stage having its own topics and different conception development. The four stages are as follows: (1) The stage for incubatory conception: the stage to form the consensus on SCM with the whole organization. (2) The stage for the accumulation of physics: this stage constructs to the hardware and software capability. (3) The stage for the quality control: this stage enforces the total quality management (TQM). (4) The stage for the establishment of strategic alliance: this stage enhances of business partnership on SCM and the establishment of a learning organization, followed by the application of value chain, and setup of new strategies for new business model. Generally speaking, the corporation’s vision is the core value that links and integrates all the every stage, and the corporate capability is core competence to implement e-Business and accomplish the performance of SCM. The result of the study suggests the following conclusion: The key successful point of information industry is that its electronics supply chains depends on the implementation of computerize information system built in subsidiary manufactures in Plan B. The central manufacturers in Plan B have clear strategies and vision for their companies alredy. They have also invested a lot of resource, to build their core competence. Significantly, the subsidiary manufacturers need more assistances and resources from governments and central manufacturers due to their economic scale.

供應鏈管理的實質利益來自於改善企業內與企業間整體供應鏈網路的作業流程，使其各個環節在成本、品質及效率上都能大大的改進，這驅使大型企業紛紛帶頭建立自己的供應鏈體系，並與過去視為敵對的上下游廠商共同合作，以獲得整體供應鏈的利益及優勢。在推行供應鏈管理的過程中，管理營運之不確定性的掌控良好與否為供應鏈管理推行成功與否的重要關鍵因素之一，因為不確定性因素會直接或間接影響企業的績效，造成企業有形或無形的損失；在這個變動快速且競爭激烈的時代，能夠降低不確定性的影響就能降低風險，才能獲得或維持競爭優勢，故針對國內企業特質提出一套不確定性因素的因應策略是有必要的。 本研究透過文獻探討蒐集彙整一般企業在推行供應鏈管理時所面臨之不確定因素的來源及影響，接著，蒐集過去學者對於此一問題的解決方法，並提出一個初步的因應策略架構。在因應策略架構中，本研究使用圖形模式化工具來表達企業流程以輔助分析，並與相關規劃及作業人員討論，以找出所有不確定性因素的來源及不確定性因素的影響，對於不確定性因素的來源，採取盡量降低其發生的預防策略；對於不確定性的影響，採取盡量減少其傷害的應變策略。其次，本研究以台灣資訊電子業為例，進行個案研究以了解企業如何因應不確定性因素，並利用分析的結果來修正初步的因應策略架構，以符合台灣企業本身的現況，最後作綜合整理分析並提出建議，以作為將來台灣資訊電子業在推行供應鏈管理時相關策略的參考。 / The benefits of Supply Chain Management come from the improvement of the whole operation processes of the supply chain network. These make large enterprises build their supply chain network and cooperate with their up-stream suppliers and down-stream customers to produce a larger overall benefit. To be success in implementing supply chain management, there are many critical successful factors. Managing the impact of uncertainty in implementing the supply chain management is one of them, since uncertainty will directly or indirectly influence the performance of business operations and will cause tangible or intangible damages. In the era of rapid change and sheer competition, eliminating the impact of uncertainty will help company to reduce the risk and gain/sustain their competitive advantages. In this thesis we focus on the Taiwan enterprises’ characteristics, and propose adaptive strategies to manage the uncertainty. This thesis collected the sources and impacts of the various uncertainty factors based on the literature survey of previous studies, then we review the solutions, which was announced, and propose a prototype of the architecture of adaptive strategies for these uncertainty factors. In this architecture we use graphics modeling tools (IDEF0) to present business processes, then take a discussion with related planners and operators to find out all the sources of uncertainty and the impacts caused by the uncertainty to the company. For the sources of the uncertainty, we take possible preventive strategies to reduce the probability of occurrence. For the impacts of the uncertainty, we take possible defensive strategies to eliminate the impacts of the uncertainty. Then we use case study to understand that how Taiwan’s Information & Electronic companies do as they suffer from uncertainty and to correct the prototype of the architecture. Finally, we synthesize the discoveries, and provide the helpful suggestions to Information & Electronic Industry in Taiwan for a reference if they want to implement Supply Chain Management.

企業處於競爭日益激烈的環境中，唯有不斷地提昇競爭力，以因應環境嚴格的考驗。而降低營運成本與提高產品及服務的品質，則為攸關企業競爭力的重要因素。 企業為及時提供與滿足消費者的需求，唯有透過上游供應端至下游需求端之各個環節予以緊密的結合。因此，供應鏈管理的觀念日益受到重視。在供應鏈架構中，資訊流實為貫穿及維繫著供應鏈中全體成員間的合作關係。如何迅速地傳遞供應鏈中的資訊，即時掌握消費者的產品需求，實為企業經營的關鍵。 本研究針對供應鏈中企業內與通路成員間的資訊流，探討企業藉由合適的通訊方式來傳遞資訊資源。透過資訊即時的傳遞，使資訊得以垂直整合與共享，使企業內部與通路成員間獲取相關資訊，及時的管理和控制庫存量，避免產生存量超額與售磬的窘境。企業更可藉由資訊即時的傳遞與共享，提昇經營管理的績效，以及減少重複資源的耗費，進而降低企業之營運成本。 本研究主要目的有二：其一為提出供應鏈架構下通訊方式選擇策略的訂定方法；其二為根據所提出的通訊方式選擇策略之訂定方法，針對日用百貨零售業探討企業通訊方式之選擇策略。研究過程中，首先蒐集供應鏈管理、資訊科技與通訊方式的相關文獻；其次分別針對供應鏈架構中資訊流，以及通訊方式的使用特性進行分析與探討；之後依據本研究提出的通訊方式選擇策略之訂定方法，針對日用百貨零售業為對象，並結合日用百貨零售業企業內外部環境分析所得結論，訂定出日用百貨零售業通訊方式之選擇策略。 第一章 緒論……………………………………………………………………..1 1.1 研究背景與動機…………………………………………………………….1 1.2 研究目的…………………………………………………………………….2 1.3 研究範圍與限制…………………………………………………………….4 1.4 論文架構…………………………………………………………………….4 第二章 文獻探討……………………………………………………………….6 2.1 供應鏈管理………………………………………………………………….6 2.1.1 供應鏈管理的定義……………………………………………………..7 2.1.2 供應鏈的整合…………………………………………………………..9 2.2 資訊流……………………………………………………………………….9 2.2.1 資訊流的定義…………………………………………………………..9 2.2.2 資訊流的類型………………………………………………………….12 2.2.3 資訊流的傳遞模式…………………………………………………….12 2.3 通訊方式……………………………………………………………………16 2.3.1 有線通訊方式………………………………………………………….16 2.3.1.1 公眾交換電話網路…………..……………..………………..……17 2.3.1.2 整體服務數位網路………..………………………………………20 2.3.1.3 非對稱數位用戶迴路……………..………………………………22 2.3.1.4 軸纜數據機……………..…………………………………………23 2.3.2 無線通訊方式………………………………………………………….24 2.3.2.1 無線電通訊………………………………………………………..24 2.3.2.2 紅外線通訊………………………………………………………..26 2.3.2.3 行動通訊…………………………………………………………..27 2.3.2.4 衛星通訊…………………………………………………………..31 2.4 資訊科技……………………………………………………………………35 2.4.1 資訊科技引進策略之探討…………………………………………….35 2.4.2 資訊科技實施階段之探討…………………………………………….37 2.4.2.1 Zmud及Apple的資訊科技實施程序模式………………………37 2.4.2.2 Nolan的階段成長理論……………………………………………39 第三章 通訊方式選擇策略訂定方法之探討……………………………..41 3.1 通訊方式選擇策略訂定方法之流程………………………………………41 3.2 供應鏈成員架構之建立……………………………………………………43 3.2.1 傳統供應鏈之成員架構……………………………………………….43 3.2.2 導入物流中心的供應鏈之成員架構………………………………….44 3.3 資訊流的內涵與傳遞模式之分析…………………………………………45 3.3.1 價值鏈模式…………………………………………………………….46 3.3.2 資訊流之分析………………………………………………………….48 3.3.2.1 企業內部資訊流之分析…………………………………………..48 3.3.2.2 通路成員間資訊流之分析………………………………………..49 3.4 通訊方式使用特性之分析…………………………………………………49 3.5 企業內外部環境之分析……………………………………………………51 3.5.1 SWOT分析…………………………………………………………….52 3.5.2 SWOT矩陣…………………………………………………………….52 3.5.3 企業策略……………………………………………………………….53 3.6 資訊流與通訊方式之探討…………………………………………………55 3.7 企業內外部環境與資訊流之探討…………………………………………56 3.8 通訊方式選擇策略之訂定…………………………………………………57 第四章 日用百貨零售業通訊方式選擇策略之訂定……………………59 4.1 個案描述……………………………………………………………………59 4.1.1 統一企業與捷盟行銷………………………………………………….59 4.1.2 萊爾富公司…………………………………………………………….65 4.1.3 美國西爾斯公司……………………………………………………….68 4.1.4 美國寶鹼公司與威名百貨…………………………………………….74 4.1.5 日本丸井百貨………………………………………………………….78 4.2 日用百貨零售業的供應鏈成員架構………………………………………80 4.3 日用百貨零售業的資訊內涵與傳遞模式之分析…………………………82 4.3.1 日用百貨零售業企業內部資訊流之分析…………………………….82 4.3.2 日用百貨零售業通路成員間資訊流之分析………………………….84 4.4 通訊方式使用特性之分析…………………………………………………87 4.5 日用百貨零售業企業內外部環境之分析…………………………………91 4.5.1 日用百貨零售業之SWOT分析………………………………………91 4.5.2 日用百貨零售業之SWOT矩陣………………………………………92 4.6 日用百貨零售業資訊流與通訊方式之探討………………………………94 4.6.1 日用百貨零售業企業內部資訊流與通訊方式之配對關係………….95 4.6.2 日用百貨零售業通路成員間資訊流與通訊方式之配對關係……….96 4.7 日用百貨零售業企業內外部環境與資訊流之探討………………………97 4.8 日用百貨零售業通訊方式選擇策略之制訂……………………………..100 4.9 本章結論…………………………………………………………………..103 4.9.1 結合優勢與機會之通訊方式選擇策略……………………………...103 4.9.2 發揮優勢避免威脅之通訊方式選擇策略…………………………...104 4.9.3 改善劣勢掌握機會之通訊方式選擇策略…………………………...104 4.9.4 改善劣勢避免威脅之通訊方式選擇策略…………………………...105 第五章 結論與建議………………………………………………………….107 5.1 結論………………………………………………………………………..107 5.2 建議………………………………………………………………………..108 / To provide and to satisfy the customers' needs, we should integrate the up-stream supply side and down-stream demand side. That's the reason why the concept and implementation of supply chain management occupy so much of the attention. In a supply chain framework, the information flow is the key factor to integrate all of the activities of the intra-member and inter-member in the chain. And how to quickly and suitably deliver the information in a supply chain to respond the customers' needs and changes on time is the critical success factor of running a business. In this research, we emphasize on the information flow of intra-member and inter-member of a supply chain. And we study how to select the proper communication media to deliver the information in the chain on time to quickly respond the change of customers' needs and to reduce the inventory cost as well as the operating cost. We believe that all the members of a supply chain will increase their competitive forces through the strengthening their quick and on time delivery ability of the intra-member and inter-member information flow. There are two main purposes in this research; one is to propose a method to decide a selecting strategy of communication media to deliver the information in a supply chain framework, and the other is to study the selecting strategy of communication media for retail sales industry of consumer goods.

Netbook在2007年成為PC產業的另一話題，且其成長速度實不如忽視，如此一個產品，是如何影響到既有的產業供應鏈，是本論文想要探討之處。且這樣一個產品的出現，影響不僅止於研發此產品的創始公司，其再再影響到與此產品有關的其它供應商。PC產業一直在Wintel的箝制之下，能夠出現這樣一個創新的產品更加值得探討。 Henderson的架構式創新是由產品所影響到的層面，進而探討組織會有不同的應變措施，不過較少探討到架構式創新會間接影響到產品背後的整個供應鏈。 本論文透過對生產Netbook的個案公司(A公司)進行訪談，並將NB產業中不同架構下影響到的供應鏈結構做一比較，其中分別探討影響供應鏈結構的三個面向進行分析，其面向分別是「關係的緊密程度」、「互動方向」與「供應鏈型態」。 Netbook為一架構的改變，主要是由以下的觸發因子所引起：「低價」、「移動性」、「省電」和「外觀設計」。由此使得其在處理器的選擇、面板背光模組的選用與機構設計等與過往都有所不同，由此決定本研究供應商的訪談對象。 研究發現Netbook與NB之間的供應鏈結構會有所不同。Netbook的創始公司，更藉由這樣的一個產品增加了其對上游供應商如Intel的議價能力。

近年來，速度已經成為企業全球化競爭的關鍵要素，但企業無法單憑一己之力，及時地突破技術或市場上的瓶頸，因此，企業需專注於對自身具競爭優勢之價值活動，並集中力量維持與強化企業生存之核心資源，建立不易被取代之優勢，再透過產業間的分工，將產品從研發、設計、製造、組裝、行銷、售後服務，藉由分佈全球不同區域與不同國家的公司分別進行，共同塑造出具備彈性、速度與競爭力的合作方式，而此也就是全球運籌模式(Global Logistics)。其中資訊系統更為全球運籌模式的中樞，擁有完整的資訊系統，才可將分散全球的銷售、生產、庫存、出貨等資訊加以蒐集及整合，並提供做為迅速分析、預測、反應的依據。 　　筆記型電腦產業是目前台灣最具發展潛力的產業之一，而且台灣筆記型電腦產業所面臨的是國際化的競爭，業者一定要具備優良之全球運籌管理能力才可能接獲國際系統大廠之訂單，所以全球運籌管理對於筆記型電腦代工業者而言是非常重要的課題。因此，本研究將先藉由相關文獻的深入探討，分析目前國內外學者已經提出來之全球運籌管理模式資訊系統架構，接著歸納整理出全球運籌管理運作模式，再針對國內筆記型電腦產業現存問題的分析、現況觀察後，提出符合國內筆記型電腦產業之一般性全球運籌模式(General Global Logistics Models)，並將依循著此模式，提出一個可行的全球運籌管理模式之資訊系統架構，最後利用雛型系統之建置，驗證其可行性。希望透過此資訊系統架構，使資訊流能跨越組織藩籬順暢地在供應鏈中往返，使整個供應鏈就像是一個虛擬企業，縮短產品上市時間，以最少成本、最低存貨，提供顧客最大的滿意度。 / In recent years, ”Speed” is a critical factor determining the competitive edge of globalized enterprises. For this reason, a successful manufacturer must first carefully maintain its competitive edge and do its best to increase its core resources for existence before seeking for cooperation of other companies in different areas of different countries to carry out R&D activity, design, manufacturing, assembling, marketing and after-sales service. When these companies cooperatively achieved the complete process of production based on a world industrial labor division system, they created a cooperative method with features of flexibility, speediness and competitiveness. And this is a start of global logistics models. Among these global logistics models, information system is regarded as a hub. With a complete information system, the manufacturer may collect and systematize the information of its marketing, production, stock and delivery coming from different countries and may also make analyses, predictions and responses on this systematized information. 　　The notebook computer industry is now regarded as one of potential industries in Taiwan. What this industry is faced with is the fierce competition on the global market. A notebook computer manufacturer, who lacks the ability to manage global logistics, cannot obtain orders from world leading buyers of reputable systems. In other words, world logistics management is a very important issue to OEM manufacturers of notebook computers. In this research, the first focus is placed on discussion and analysis made, in accordance with related literature, on the framework of information system built on global logistics management models submitted by domestic and overseas modern scholars. From this discussion and analysis is drawn an operating model of global logistics management. Besides, accompanying an analysis given to the existing problem and an observation given to the present situation of this industry, general global logistics models that meet with the demand of domestic notebook computer industry and the framework of information system built on feasible global logistics management models is submitted. Finally, verification is given to this feasibility through the erection of a model system. This information system is expected to make information flow more easily run in the supply chain over structural barriers and the entire supply chain serve as a simulated enterprise so that products can be more quickly put on the market and customers are satisfied with the least cost and the lowest stock rate.

隨著企業社會責任(CSR)議題在近年來備受重視，從策略性觀點來看，成功的CSR營運模式，是能夠將社會議題與公司策略、營運模式相互結合，依據企業本身的資源、能力與所處的競爭環境，尋求企業最合適有效的回應方式。而在執行的過程中，企業應善用整合外部資源的能力，補足既有條件的限制，以有效發揮CSR行動計畫，最終得以在創造經濟價值的同時，也能夠促進社會的進步。 而過去有關CSR議題的文獻探討中，多將焦點集中在跨國與上市櫃的大型企業，而以台灣地區中小型企業為主的研究，則仍待更廣泛的相關資訊蒐集。在個案研究的產業別中，過去多集中在傳統製造、科技與服務產業，然而與社會民生密切相關的健康醫療領域，尚存有進一步的研究空間。因此，在符合中小型企業規模與醫療產業別的條件下，本研究選擇以台灣地區醫療產業的中小企業做為研究範圍，並以台灣醫療器材廠商-科林儀器做為實證研究對象，藉由檢視個案公司策略性CSR的營運模式，以提供其他中小企業做為執行上的參考。 研究發現，對於相較資源有限的中小型企業而言，規模的大小並不會影響其對CSR議題回應的有效性，關鍵在於企業整合資源的能力以及合作對象的選擇。中小企業對於CSR的議題回應構面，多將資源投入在人力資源管理與產品服務流程上，而且企業領導層級在推動CSR計畫中扮演重要的驅動力量。在執行計畫的過程中，中小企業必須重視供應鏈與當地相關支援組織的關係管理，適時透過外部的支援力量，來補足企業內部的條件限制，得以形成企業獨特有效的策略性CSR營運模式，最終在幫助企業創造經濟獲利的同時，也能夠對社會產生價值效益。

據主計處統計，台灣近十年來批發零售業產值逐年上升，且自從國民平均所得超過一萬美金後，國內DIY市場逐漸興起，與「家」有關的產業更是蓬勃發展，國內外家具、家飾業者紛紛進駐，期望能搶先在台灣這個新興市場奪下一席之地；但從國外賣場龍頭進駐中國的經驗來看，如何適應在地環境、了解當地市場、消費者與競爭習性將是取得成功的不二法門，若想在競爭激烈的市場勝出，企業除了提供優異的產品，更需靠著與供應鏈上、下游廠商的合作取得競爭優勢。本研究利用文獻探討針對供應鏈中採購管理、物流管理與商品陳列與展示等三面向，整理出關鍵成功因素的架構，並透過與個案公司分店店長訪談，分析個案公司在這三個面向的實作情形，從而獲得以下關鍵成功因素的實證： 1. 採購管理： 採購人員對上下游市場趨勢分析能力、供應商評選機制之建置、採購人員績效考核系統之建置、採購上的規模經濟，以及採購系統與供應商資訊同步。 2. 物流管理： 第三方物流評選能力、物品運送過程監控能力、物流資訊分享與傳輸能力，以及物流上的規模經濟。 3. 商品陳列與展示： 賣場人員商品陳列能力、賣場擺設稽核機制、參考顧客反饋意見、以及季節性活動的搭配。 / According to the Directorate-General of Budget, Accounting and Statistics, the wholesale and retail productivity in Taiwan has been arising year by year. Ever since Taiwan’s GDP exceeds USD$10,000, the Housing Industry became much more prosperous and attracted numerous companies from around the world. However, per the experience of Walmart and Carrefour entering into China, the only way to be successful is to adapt to local business environment, know local market, consumers and competitive strategy. What’s more, all industries need to cooperate with their supply chain partners to achieve competitive advantages. The researcher coordinates a structure of Key Success Factors towards Procurement Management, Logistics Management as well as Product Display Management and tries to analyze and verify the real operation in H Company. Following are the findings of Key Success Factors: 1. Procurement Management: The merchandisers’ ability of analyzing the market trend; the construction of Supplier Choosing Mechanism; the construction of merchandisers’ appraisal system; the Scale of Economy in Procurement; the synchronization of Procurement System. 2. Logistics Management: The ability of choosing Third Party Logistics; the monitoring ability of delivery; the information sharing and transmitting ability; the Scale of Economy in Logistics. 3. Product Display Management: The display ability of employee; the audit mechanism of display; the willing to accept customers’ suggestions; the display ability for seasonal campaign.