在全球競爭劇烈、市場迅速變化的環境下，企業能否在所屬產業的供應鏈中做適當且敏捷的調整，以維持創新與產品開發績效，成為影響企業競爭優勢的重要課題。一般供應鏈相關論文大多將供應鏈整合放入單一構面討論，較少研究能將其作進一步區分並探討構面內部可能的關係。本研究將供應鏈整合區分成企業內部與外部整合，且再將外部整合區分為供應商整合、顧客端整合，並根據相關文獻探討構面之間的關係。其中”整合”的意義有別於傳統的作業整合，強調在放眼中長期規劃的策略整合，進而形成供應鏈策略整合。依據資源基礎觀點，本研究探討供應鏈整合策略、創新能力對於企業供應鏈績效的影響。本研究資料來源為高績效工廠計畫 (High Performance Manufacturing，HPM)，其中收集了歐、美、亞共八個國家，橫跨產業為高科技、機械、運輸三大製造業供應鏈訪查資料，本計畫總共訪問約238家廠商，其中有效問卷共199份。本研究計量方法採用近年逐漸被重視的偏最小平方法(Partial Least Squares)，並使用SmartPLS工具做衡量。 研究結果顯示，企業內部整合對供應商整合有正向顯著性影響; 企業內部整合對顧客端整合有正向顯著性影響;供應商整合對創新能力有正向顯著性影響; 顧客端整合對創新能力影響不顯著;創新能力對供應鏈績效有正向顯著性影響; 創新能力在供應商整合與供應鏈績效有中介效果;創新能力在內部整合與供應鏈績效間具有中介效果。最後我們將論述本研究相關的管理意涵。 / Under intense global competition and rapidly changing market environment. It is an important issue for a company that whether can properly adapt and agile supply chain in their respective industry. In previous studies, most of them put supply chain integration (SCI) into a single dimension for discussion, However, it causes too many sub-constructs and questions to distinguish actual cause effect in single dimension. In this case, we separate a supply chain integration from a single dimension into multiple dimensions, which are internal integration, customer integration and supplier inte- gration , and related reviews are discussed in this thesis. This study also focus on long term vision of strategy integration instead of tradition operational integration to form our supply chain integration strategy. From Resource Based View, we would like to discuss how supply chain integration strategy can generate a unique capability, which is innovative capability, and impact supply chain performance in a company. This study is based on the High Performance Manufacturing (HPM) project database collected from 238 manufacturing plants in eight countries and three representative industries (machinery, electronics and transportation components), using Structural Equation Modeling-Partial Least Square (SEM-PLS) methods. In our research result indicate as following: Internal integration is positively related to supplier integration. Internal integration is positively related customer integration. Innovation capability is positively related to supply chain performance. Innovation capability has indirect effect between internal integration and supply chain performance. Innovative capability has indirect effect between supplier integration and supply chain performance.

台灣經濟發展對外貿易依存度高，專業貿易商扮演極重要的中介角色，於產銷鏈中媒合供給與需求。然隨著全球貿易自由化、新興市場低成本競爭以及科技進步所帶來之資訊透明化，均對台灣專業貿易商之生存空間造成極大的衝擊與威脅，且台灣專業貿易商一直以來缺乏自有品牌，產品的辨識度也不高，致使其面臨被「去中間化」之危機。 本研究根據過去有關自創品牌關鍵成功因素之文獻整理歸納出六個最重要的項目，分別為：研發設計能力、優異的產品品質、可控制之行銷通路、資金與財務控管、高階主管領導與品牌人才、原有業務（OEM、ODM）與自創品牌之平衡。然過去的研究多半著墨於製造商自創品牌，而較少觸及專業貿易商自創品牌的相關論述，故本研究在分析製造商與專業貿易商的異同之後，將製造商自創品牌關鍵成功因素適用於專業貿易商，並將之所產生的問題做一闡述。 以供應鏈整合理論為基礎，本研究建構專業貿易商自創品牌的經營模型，並基於前述六項自創品牌關鍵成功因素，延伸發展出專業貿易商自創品牌所需具備的條件與關鍵成功因素，分別為：創新研發設計、垂直整合、品質控管、保護競爭知識、市場定位與差異化、可控制之行銷通路、資金與財務控管以及高階管理者帶領品牌行銷人才等八項，並藉由個案訪談之方式，研究分析兩個具代表性的個案，以驗證本研究之論述得以適用於專業貿易商自創品牌之經營模式。 / Trading companies are playing important roles in economic development in Taiwan, especially in matching buyer and seller in supply chains. However, liberalization of trade, advancement of technology, keen competition with emerging countries, and lack of own brand marketing lead trading companies in Taiwan to face the crisis of disintermediation. The research is based on six key success factors of manufacturer’s brand, including research & development ability, product quality, marketing channel, capital and financial management, brand marketing human resources and the balance between OEM/ODM and own brand marketing. We are trying to analyze the differences between manufactures and trading companies, and then apply those key success factors to trading companies. According to the theory of supply chain integration, we develop an own brand business model for trading companies in Taiwan. The six key success factors of own brand are adjusted to eight, which are innovative research & development, vertical integration, quality control, protection of intellectual property right, market positioning and differentiation, marketing channel, capital and financial management and brand marketing human resources. Furthermore, we interview two trading companies which have own brand in order to testify that the own brand business model for trading companies can really take into practice.

現今，許多公司與他們的供應商夥伴建立跨組織資訊系統交換資訊、給予對方更快速的回應，以在快速變遷的環境之下維持競爭力。此篇研究進行文獻探討之後，分別從流程觀點還有動態能力觀點這兩個研究理論的基礎之下建立了研究架構，來衡量跨組織資訊系統的績效。我們的研究架構提出，一間公司有兩個重要的動態能力，分別是供應鏈的整合能力還有協調能力，在資訊科技的投資上還有公司績效之間扮演相當重要的角色。 / 我們在台灣的PC產業中發行問卷來衡量此研究架構，利用線性回歸來驗證假設。實驗結果支持了論文中的兩個假設：(1)跨組織資訊系統正向影響動態能力，(2)供應鏈的整合能力在跨組織資訊系統投資還有公司績效中間扮演重要的中介角色。 / Nowadays, firms usually develop inter-organizational systems (IOS) with their suppliers to exchange information and give each other faster responses to sustain their competency under a fast-changing environment. This study reviewed past literature and developed a research framework to evaluate IOS performance based upon two theoretical perspectives: process view and dynamic capabilities. This framework proposed that firms’ dynamic capabilities-- supply chain integration capability and supply chain coordination capability might be an important mediator between IOS investment and firm performance. / A general survey is conducted in Taiwan PC industry to validate the research model. A linear regression is used to testify the hypotheses. The results support our two hypotheses: (1) IOS investment is positively related to the dynamic capabilities, which also have obvious impact on firm performance; (2) supply chain integration is an important mediator between IOS investments and firm performance, and on the other hand, firm performance is partially mediated by supply chain coordination.

近年來，互聯網及資訊通訊技術的發展使得買方和賣方之間的交流溝通更為通暢，交易成本降低，因此單純從事買賣中間業務的貿易公司的作用變得越來越小，其生存空間不斷縮小。國際貿易公司如果仍然只是接受國外訂單，組織國內貨源，進行出口交貨，這樣的代理角色必然會缺乏競爭力，並逐漸被市場淘汰。在傢俱行業之中，貿易公司也面臨著這樣的問題。 本研究從供應鏈整合、交易成本、服務創新等理論出發，結合傢俱行業貿易公司發展的實際情況，提出了一個新的傢俱行業貿易公司商業模型。新商業模型建議貿易公司進行客戶整合、供應商整合及內部整合，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強貿易公司的競爭力及績效。 並且本研究使用一個實際的企業案例來說明該商業模型應用，通過實際的例子說明了該商業模型的運作方式，包括目標市場定位、經營業務、人員編製、營收估計及投資效益分析、風險及敏感性分析，同時也證明了該商業模型確實能夠為企業帶來效益增長與長遠發展。本研究具有理論意義及實踐意義。

嵌入式電腦產業的產品生命週期平均較長，需求量不高，需要品質穩定與長期供貨， 在供應鏈的管理策略上，會與一般消費性電子產業有些許不同，而本研究的探討案例為自有品牌專案，運用到了電子商務與線上社群等新興的資訊整合方法，相信對於供應鏈管理的意涵上有其值得探討之處。 本研究探討供應鏈整合對於供應鏈績效之影響，在文獻探討中，供應鏈整合的構面分為與供應商、與客戶以及內部整合部分，結合文獻中提到的供應鏈管理， 並連結到SCOR模型中的績效評估指標，帶出本研究將探討的供應鏈整合作法。 本研究以質化之個案訪談法，以嵌入式電腦公司之自有品牌產品線為研究對象，探討在專案管理面向裡， 供應鏈整合對於供應鏈績效之正向影響。本研究發現在專案管理中，除了在研究架構裡提到的供應鏈整合，在實務上各功能單位所引導之供應鏈整合，對於績效有正向的影響 。 研究最後針對三個不同的供應鏈整合構面，整理專案管理中的供應鏈整合作法中，於SCOR績效指標之直接與間接之影響，並且針對結論提供相應之建議，期盼在實務中的供應鏈整合與管理有所助益。 / Because of the characteristics of long product life cycle of embedded industry, it requires stable quality performance and long-term supply, this will differentiate the supply chain strategy from consumer electronics industry. As this study focus on a private brand project of the company, it has applied some knowledge sharing methodologies such as e-commerce and online communities, it would be worth to explore and implications of supply chain management. This study examines the impact of supply chain integration on supply chain performance. In the literature review, the facets of supply chain integration are divided into three aspects: suppliers, customers, and internal integration combined with the supply chain management mentioned in the literature and linked to the performance evaluation indicators in the SCOR model. The above review brings out the supply chain integration method which will be discussed in this study. This study uses a qualitative case interview method to investigate the embedded brand company's own brand product line, and explores the positive effect of supply chain integration on the supply chain performance in project management scope. This study finds that in the project management, in addition to the supply chain integration mentioned in the research framework, the supply chain integration in practice guided by each functional unit has a positive impact on performance. In the conclusion, the study focused on three different supply chain integration facets, collated the direct and indirect impacts of SCOR performance indicators in the supply chain integration method, and providing the corresponding suggestion in the conclusions.

在2000年後，由於大陸外貿的崛起，大陸禮品業者也在國際展場中嶄露頭角；許多國外買家為其低廉的價格吸引下單，但是之後衍生出來的品質、交期的問題則層出不窮。 國外買家的無奈在於期間的溝通，也深刻體驗到大陸人的商場文化 – 「什麼都沒問題！」(Everything is NO PROBLEM = OK & YES)。等貨到國外倉庫，開箱一看，所有問題就完整呈現了。 其中的語言溝通、消費市場的需求、文化差異 … 等是主要因素。 問題發生後， 解決方案的合理性也是從事國際貿易者所要具備的能力之ㄧ。 這時有些較積極、採購項目繁多、產品屬中低價位的國外買家就會派人來中國大陸探路，設立採購辦事處 (Buying Office)。初期會在香港成立運作子公司，主要以搜尋產品、採購、驗貨為主要業務；慢慢進入大陸本土，如深圳、廣州、廈門、 上海等沿岸城市； 近期內地的興起，因應產業不同的需求，也紛紛設點遍及北京、天津、太原、重慶、成都等重點城市。 但這些採購辦事處 (Buying Office) 的組織運作中， 高階管理人可能是外國總公司直接派遣，但往下的工作很多需要用到大陸的人力，而衍生出採購拿回扣、驗貨拿紅包的弊端。 同時也有一些產品屬中低價位的國外買家，他們並未躁進；但因應貿易環境的改變，為了避免設立採購辦事處的風險，他們也會透過一些第三方驗貨的服務公司 (The 3rd Party Inspection)，替他們把關品質。 當然這類的公司多為大陸人組織運作，衍生出來的弊病也較單純，就是驗貨拿紅包；但犧牲的就是品質了。 最後，就是有一些保守派的國際精品買家，我們稱他們為禮品業「金字塔頂端」的少數買家。 他們在價格彈性有空間的條件下，會把搜尋產品、驗廠、採購、驗貨等業務委外給值得信任的公司，並簽下採購代理的合約，做為外國公司在亞洲的備用團隊 (Backup Team)，為其公司的功能性部門加長了戰線。 本研究從行銷策略、商業模式、服務創新、供應鏈整合等理論出發，結合國際精品採購代理公司Tableware & Home Décor產業，提出了一個新的國際精品採購代理公司的未來的成長機會。 這個成長的機會中建議公司進行客戶、供應商整合及內部人才的培育，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強採購代理的競爭力及績效，並在公司既有的核心能力下創造更多的成長機會。 / After 2000, due to the rise of China's foreign trade, the gift industry also emerged at the international exhibition; many foreign buyers are attracted by its low prices and placed orders, but then derived from the quality, delivery problems are endless. The frustration is that foreign buyers not only during the communication, but also a profound experience to the mainland's mall culture - "Everything is no problem." (NO PROBLEM = OK & YES). But when goods is delivered to foreign warehouses, out of the box and saw all the problems presented to the full. The main factor is the language, communication, consumer markets, cultural differences ... and so on. After the problem occurs, the international trader has the ability to be a problem solver, who should provide the reasonable solution subsequently. At the same time there are also some middle-low-priced driven foreign buyers, they did not rush things; but faced the trade environment changes, in order to avoid the risk of buying offices, they will through some the 3rd Party service company for them to check the quality. Of course, many of these the 3rd Party companies operate by Mainland people, the weaknesses they found are simpler, that is, an inspector get a red envelope when they conduct inspections; but is the quality of the sacrifice. Finally, there are some conservative international boutique buyers; we call them the buyers of the gift industry "pyramid". They have room on price elasticity conditions, they will outsourced a trusted company for products sourcing, audits, procurement, inspection and other services, and signed a contract procurement agency, as its foreign companies in Asia, alternate team (Backup Team), for which the company's functional departments lengthened the front. In this study, starts from marketing strategy, business model, service innovation, supply chain integration theory, combined with international boutique procurement agent Tableware & Home Décor industry, proposed a new international boutique procurement agent's future growth opportunities. The opportunities for growth companies recommended customers, suppliers and internal integration of the nurturing of talents, helps companies reduce transaction costs, has better customer service, improve the quality of existing services and provide new additional services, enhance the competitive procurement agency power and performance, and in the company under the existing core competencies to create more growth opportunities.