需求鏈管理著重於達成客戶的需求，以滿足客戶需求為重心設計整個價值鏈。相對於需求鏈，供應鏈管理強調整個價值鏈中物流與製造流程的最佳化。普遍來說，著重客戶服務效能的價值鏈可採用”拉式”(pull)的方法設計，而強調低成本製造流程的價值鏈則可採用”推式”(push)方法。縱然顧客導向的重要性已在管理領域被普通的提及，顧客關係管理系統也被認為是企業轉型的關鍵驅動因子之一，但仍需要實際上的個案去證實組織如何利用客戶關係管理轉型成顧客導向的組織。 首先，本研究比較了供應鏈管理與客戶需求導向管理的不同，進而選擇若干個已由供應鏈管理成功轉型為需求鏈管理的個案加以探索。在本研究中提供三個個案，藉此探討企業轉型的驅動因子、組織變革，以及轉型後的組織流程，對於顧客關係管理系統如何幫助企業轉型也提供了初步的了解。 / Demand chain management (DCM) focuses on meeting customer needs rather than on optimization of the logistics and production system. More specifically, DCM stresses satisfying customer needs with the entire value chain from marketing, sales, research through production to delivery. Supply chains, in contrast, emphasize efficiencies in the production and logistics processes. A primary focus on customer service effectiveness could imply a chain with a “pull” approach, while a focus on cost savings in production could imply a “push” approach. Management wisdom has highlighted the importance of customer orientation, and a customer relationship management system has been one of the key enablers for business transformation. However, there is a need for empirical support on how organizations adopt and transform customer-centric practices. This study first compares existing knowledge about the supply chain management and customer demand-driven practice and then testes it in selected cases in which firms have transitioned from a supply chain focus to a customer demand focus. Using three case examples, the study presents triggers, organizational changes, and the resultant processes of the firm, and it provides a preliminary understanding of how a customer relationship management system can transform a firm’s products and services, value-generation processes, resource arrangements, responsibilities, and value propositions.