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.