企業採用RFID將是一種未來的趨勢，它受到環境、技術、組織等因素的影響，都將牽動企業採用RFID技術的速度和廣度。本研究將從企業採用新技術的應用考量因素，尤其是大量使用條碼的商業流程，若導入RFID的應用，勢必對原有作業產生極大的影響。其次是它帶來的效益不是只有技術的引進，而是必須在整個作業流程上要有所突破，佐以另外的作業流程改變。因此如何應用CPFR的架構模型導入3C流通業，才是真正能達成RFID技術的被採用。 自從VICS(The Voluntary Inter-industry Commerce Standards)於1988 年提出協同規劃、預測與補貨(Collaborative Planning, Forecasting and Replenishment；CPFR)後，目前台灣3C 流通業導入CPFR 模式的應用尚在起步階段。因此本研究將依據VICS 所提出的CPFR 九大步驟，輔以個案公司的實際執行狀況，來探討CPFR 模式是否適用於目前國內的3C 流通業。 本研究發現，個案公司在實際導入CPFR 後，確實能減少庫存、提高商品的週轉率及降低不必要的人工作業時間，但另方面卻發現CPFR並沒有顧及到兩個重要議題為：製造商與零售商的預測尚未整合、協同合作是從開出訂單後才開始的問題。另一方面，本研究也發現 CPFR 在中小企業林立的台灣因受到營運成本、專業人員流動大、技術更新及管理不易的限制，加上企業間原本就互信基礎薄弱及資訊與利益的分享無法建立共識之下有執行上的困難。因此，本研究將以一個合理的假設情境，從個案導入的過程中，分析供應商從通路商的銷售端 ( CRM 資料庫)中取得訂單預測與存貨管理的狀況，結果發現以 CPFR 模式執行，不但在銷貨及訂單的預測比傳統模式更加精確，尚可以降低門市庫存的波動、減少通路商的安全庫存及存貨的成本，避免供應鏈中「長鞭效應」(bullwhip effect) 的發生，真正達到 RFID 的功效，也驗證了 CPFR 架構的必要性。 / Using RFID will be one kind of trend in the future among the enterprises. It is affected by enviorment, technology and organization. All factors will affect using speed and breadth of the enterprises. This study considerate the factors of the enterprises applying new technology, especially heavy use of bar code business process. If RFID is applied, it must be a greatly impacts among the existing operation. Second, the benefits of using RFID are not only the application of new technology, but also a breakthrough of the whole processes. Therefore, the structure of how to apply CPFR model into 3C logistic business is the key factor to make the RFID technology applied successfully. Since 1988, the VICS (The Voluntary Inter-industry Commerce Standards) proposed CPFR (Collaborative Planning, Forecasting and Replenishment), the application of CPFR in 3C logistic business in Taiwan is in the beginning. Therefore, this study would base on the nine steps of CPFR proposed bu VICS, supplemented by cases of actual applied status of company, to explore whether the CPFR model is suitable for 3C logistic business in Taiwan or not. This study discovers that case company can reduce the inventorys, enhance the turnover rate and reduces the nonessential operating time after CPFR model is applied. But on the other hand, there are two important issues were not taken into consideration in CPFR model: the forcasts of manufacturers and retail merchants are not integrated, and collaborative cooperation is beginning after orders are placed. Besides, applying CPFR is difficult because of following reasons. Small and medium enterprises (SEMs) are so many in Taiwan, and they have the limitation of operating cost, the changes of spceialists, update of new technology and management difficulties, in addition to the weak on the mutual confidence foundation and few in common of sharing the information and benefits. Consequensely, base on a reasonable assumption, in the process of CPFR applied, this study analyze the situation of order forcasts and inventory management which are got from retailers (CRM database) by suppliers. The result finds out that executing in CPFR model, not only the forcasts of selling and orders are more precise than traditional model, but also the volatility of inventories and the cost of safety inventory can be reduced. The bullwhip effect in supply chain can be avoided, achieving the effect of RFID and the necessity of CPFR constructure is confirmed.