This paper studies the innovation and strategy used by Tawan¡¦s small and medium size of hospitals and clinics to break the revenue control by national health insurance. We found that to increase the competitive advantage and to compete with the non-for-profit hospital conglomerates, many small and medium size of hospitals and clinics either form alliance with other clinics or conduct chain operation to enjoy the economy of scale and economy of scope. Through case studies, this paper found the many characteristics for a successful healthcare chain operation to succeed in Taiwan. We found that the chain operation needs to have enough resource to expand on her own or need to have enough incentive for the franchisee to join the franchise organization. One effective attraction provided by the franchise organization is to have an effective training platform for the franchisees to grow their business. Another key factor for a healthcare franchise organization to succeed is the ability to do vertical integration within the same chain operation. Conducting asset swap with franchisee¡¦ hospital or clinic and let franchisees own part of the franchise organization¡¦s stock are effective strategy to attract independent hospital or clinic to join the franchise organization. Therefore, a successful healthcare franchise organization will almost want to pursue a stock listing in Taiwan or abroad. In particular, we study the business models for Missioncare medical group in Taoyuan and Darwin healthcare group in Taichung and Dr. Wells group in Taipei. Both Darwin and Dr. Well operate successful chain operation for dental clinics in Taiwan. We compare and contrast their business models and through the financial analysis, we summarize the pros and cons for each business model. Our key contribution for this paper is to identify the key factors for a Medical chain operation to succeed in Taiwan. Once the profitable business model is established, new hospitals or clinics could be set up quickly based on existing models and expenditures could be minimized through joint procurement and resource sharing.

We study the supervisory control of supply chain operation modelled by (timed) State Tree Structures (STS). We model each agent involved in a supply chain using holons. Three operational models, make-to-order, make-to-stock, and assemble-to-order are considered. A strong assumption on the original STS theory is weakened to allow events shared among agents to be located at different levels. A supervisor is synthesized for the example of a mattress supply chain with make-to-stock operation under certain specifications. Moreover, a new version of the Timed STS framework is developed to allow events to have an upper time bound i.e. deadline. With Timed STS framework, more specifications requiring time measurement can be modeled and a supervisory control is synthesized for the timed model of a supply chain. For a nonempty supervisory synthesis result, the maximum time for the inventory periodic review rate, and the minimum cycle time for customer order satisfaction are achieved.

We study the supervisory control of supply chain operation modelled by (timed) State Tree Structures (STS). We model each agent involved in a supply chain using holons. Three operational models, make-to-order, make-to-stock, and assemble-to-order are considered. A strong assumption on the original STS theory is weakened to allow events shared among agents to be located at different levels. A supervisor is synthesized for the example of a mattress supply chain with make-to-stock operation under certain specifications. Moreover, a new version of the Timed STS framework is developed to allow events to have an upper time bound i.e. deadline. With Timed STS framework, more specifications requiring time measurement can be modeled and a supervisory control is synthesized for the timed model of a supply chain. For a nonempty supervisory synthesis result, the maximum time for the inventory periodic review rate, and the minimum cycle time for customer order satisfaction are achieved.

基於「服務傳送系統為服務業管理活動的重心」之研究動機，本論文主要 在探討服務傳送系統的內涵、類型及影響其設計與管理的關鍵因素，採用 八個不同業態、業種且具代表性之連鎖服務企業之實證個案進行定性探索 性之研究，據以推論不同類型的連鎖服務業，其服務傳送系統的類型及影 響因素有何不同？服務傳送系統是將服務傳給顧客的過程活動，具有生產 與消費的特性，因此，涵蓋行銷與作業領域的服務傳送系統在設計上應兼 顧服務設計、服務程序的選擇、以及實體環境的呈現等構成要素之配合。 本論文以服務完成量及顧客參與度等構面將服務傳送系統分為連線式、零 工式、專案式等三類型，並以服務工廠型、大量服務型、服務工站型、專 業服務型等四類型的連鎖服務業，分別探討其間的關係，並推演出相關命 題。本論文之研究結論包括(1) 連鎖服務業的服務傳送系統與其服務作業 的標準化程度有關。(2) 不同類型的服務傳送系統，其服務程序的類型之 之選擇亦不同。(3) 不同類型的連鎖服務業，其服務傳送系統的選擇亦不 同，服務工廠型及大量服務型的連鎖服務業傾向於採用連線服務式，其資 訊化程度較高；服務工站型的連鎖服務業傾向於採用零工服務式，其前後 場的服務作業配合程度較高；專業服務型的連鎖服務業傾向於採用專案服 務式，其服務人員的專業程度較高。最後，本研究並提出對連鎖服務業採 行服務傳送系統的類型及影響因素之建議，以及對後續研究之建議。

Taiwan steel industry has stepped from grown-up into mature period. Especially, the midstream and downstream of steel industries will face the problems of sterner challenges and overcapacity, because of the oversupply of global steel. Not only the prices of oil, coal, water and power have climbed, but also the shipping cost has increased continuously. The improvement of Supply-Chain-Management (SCM) has become a significant issue under the circumstances. The SCM of Taiwan flat cold-rolled steel industry is different from the other ones that it doesn¡¦t use BOM. The main feature of Technical System ¡V ¡§Standard of Operation¡¨(SOP) is the kernel module that links the sales order entry, production management, purchasing, ¡Ketc. The production type is to input a sole coil and output many sub-coils. It is not like the electronic industry to assemble many parts on a product. It only coats the surface of steel with microelements, such as oil, zinc, aluminum and paint. The feature makes it impossible to apply SCM or ERP package directly on this industry. The procedures of this study are mainly through the interview of steel companies, and review on the relevant reference documents related to the subject of those have been published domestically and internationally, meanwhile to get a better understanding on the most recent development of Supply Chain Management and e-business of steel industry. Besides, through the comparison of the similar companies, it is likely to understand the associated topics and models on the SCM and e-Business for flat cold-rolled steel industry. The key point is to analyze the characters of supply chain system of Taiwan cold-rolled steel industry and consider the features of flat cold-rolled steel ¡V SOP and coil- based Standard Cost system, to establish an appropriate e-SCM model, exploring the suitable information technologies and applications to improve the drawbacks of present SCM. Finally, to make a recommendation for the industry as their reference when they plan for the implementation of e-SCM.