所謂的AAA供應鏈是由史丹佛大學Hau Lee 教授在2004年彙整提出，其認為以往供應鏈上之管理只注重快速、低成本導向，但最棒的供應鏈應具備更多能力，該概念包含三個面向（Agility、Adaptability、Alignment），3A分別是就需求、環境以及關係不確定性提出解決，透過達成3A，在短中長期改善供應鏈表現，最終達到最佳境界。整條供應鏈的最佳化，不論是在考慮流程再造或是策略轉型時，都應將上下游廠商的互動和整條供應鏈的綜效納入，比起過往單就生產管理探討，3A更強調的是夥伴間緊密關係，透過策略夥伴間的合作使目標協調一致，真正達到供應鏈之最佳化。 為探討夥伴關係之於鮮乳供應鏈之重要性，乃以計質研究法對個案公司營業所現場作業員、業務代表以及高階管理階層作深度訪談，了解夥伴關係之建立對於互動模式之影響，透過關係改善互動加深對雙方帶來之效益，並期望不僅僅是在作業流程上，而是能夠將合作層次提升到策略層次，擴大雙方綜效。 本研究，最後根據個案公司現有狀況，配合夥伴階段要素進行檢視，並針對不足處提出建議，透過多階段計畫，將個案公司和通路商的合作互動逐步加深，在3A架構下完善整條供應鏈表現。

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.

在 JIT 以及全面品質管理(TQM)等新型生產流程思維出現之際,企業更 加強調供應鏈流程的優化及順暢,開始期望能透過建立供應商選擇機制、與供 應商協同製造合作、架設供應商間之資訊交流系統、形塑供應商評估學習體 系,進而減少供應鏈中無效率的浪費源頭,以降低供應鏈營運成本,提高利 潤。在這樣的環境背景下,供應商關係管理(SRM)儼然成為重要的供應鏈管 理手段,而供應商關係管理的效益也日漸備受重視。 本研究聚焦於目前因規模小、資金少、人員缺乏、可動用資源有限,故與 供應商之關係建立相對重要的台灣中小製造業,並選擇以藍海利基市場為發展 主軸之防水連接器製造商:H 公司為研究對象,以深度訪談之方式,探討其在 需求高度客製化、原材料須即時採購,即時組裝製造的環境下,如何經營其與 各供應商、協力廠間之關係,進而達成提升供應鏈效率的目標,而這樣的關係 經營行動對其供應鏈績效表現有何影響。研究結果發現,企業針對關鍵零組件 及關鍵原料之供應商,傾向建立長期合作之策略夥伴關係,而其採取之供應商 關係管理策略相較於對一般零組件及原料之供應商,更強調專屬性資產投入、 資訊流通共享、供應鏈協同合作之關係管理。反之,企業針對非關鍵零組件及 原料之供應商,較少有具體之供應商關係管理行動。其少數之關係管理行動主 要以降低買方之採購成本為目標,故管理方式大多僅限於維持高度例行性的合 作,或以價格為基礎評估、選擇合作對象。最後,針對供應商關係管理之實際 效益部分,本研究也發現,企業與供應商建立緊密關係,對供應鏈之內外面向 績效皆有正向影響,短期來說可改善生產力,長期而言則可加強競爭優勢。

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.

關於供應商評選模式的探討與研究，是現今於供應鏈管理中非常重要的議題，而對於國內外供應商評選的相關性研究中，往往只考量供應商本身績效，而缺乏整體性的考量，有鑑於此，當企業在評選供應商時，不僅是針對單一供應商績效的考量，而對於供應商本身上下游廠商的整體績效的考量，也是相當重要的評選因素。本研究運用資料包絡分析法(Data Envelopment Analysis, DEA)與簡易多屬性評等技術(Simple Multi-Attribute Rating, SMART)，以建構較完整的供應商評選模式，協助企業的決策者選擇最適的供應商。 在進行供應商與供應商所屬的供應鏈之績效評估時，利用資料包絡分析法中的交叉模式計算供應商與供應商所屬的供應鏈之平均效率，再藉由平均效率值以排序供應商與供應商所屬的供應鏈之優先順位，但因兩者之順序會產生不一致的情形，利用SMART法中的排序加總法計算兩者之權重值，最後以加總法計算綜合效率值，依據綜合效率值加以排序以評選最適的供應商，而此兩種方法的結合， 則需透過驗證的方式以確定運用之正確性，利用系統動力學(System Dynamics, SD)以建構供應鏈之整體廠商的經營環境，模擬供應鏈整體廠商之績效評估模式，以產生模擬驗證排序，最後再將綜合排序與驗證排序，利用Spearman等級相關係數驗證其相關性，而最終證明兩排序具有高度相關性，也證實本研究所提出的供應商評選模式富有參考價值。 / The research of supplier selection model is a very important issue in supply chain management (SCM). Even though the research on supplier selection is abundant, the most works usually only consider the performance of the supplier. This situation can result in a lack of integral deliberation. Therefore, the decision-maker wants to select his vendor in the company, it is important that the decision-maker not only focus on the business unit but also add to the overall organization of the supply chain. In this paper the Data Envelopment Analysis (DEA) and the Simple Multi-Attribute Rating (SMART) are developed to construct the effective supplier evaluation model depends upon the constituent parts of the supply chain, which may be helpful for selecting the appropriate vendor. When evaluating the performance of the supplier and the supplier’s supply chain, the cross-efficiency model of DEA is applied to compute average efficiency both the supplier and the supply chain. According to average efficiency, we can arrange the priority order that may be have the inconsistent order for the suppliers and their supply chains. The rank sum weighting of SMART is employed to determine the weights of suppliers and their chains and then the weighted method is used to calculate overall efficiency that ranking of the suppliers is obtained. Above of two methods, we must be verify the model. The System Dynamics (SD) is designed to implement the whole components of the supply chain for business environment and simulate the performance model. Based on this performance model, we can acquire a confirmation list. In the end, the Spearman’s rank correlation coefficient is provided to testify the correlation between the overall order and the confirmation list. The result of the statistic analysis is illustrated the strength of the association. The model can be tailored and applied by firms that are making decisions on supplier selection.