供應鏈是通路型態中緊密程度最高的一種，因為企業與企業間的關係不再只是傳統的合作方式，而是一種相互依賴很深的商業模式，其緊密互動的模式稱之為「夥伴關係」（partnership）。21世紀，隨製造業、高科技產業等生產技術普遍提升與成熟，市場價格愈趨向自由競爭，企業組織的競爭優勢不再是以依賴下降空間有限的“降低成本”為主要策略。要能在通路上獲得競爭優勢，則其與供應鏈上的通路成員建立合作夥伴關係是必要的途徑。本研究探討半導體零組件通路商與上游不同供應商之間的夥伴關係，為日後發展後續供應商夥伴關係之改善依據，使夥伴關係管理在供應鏈作業發揮最大的績效。
本研究發現如下：
1.因供應商的背景、市場地位及產品屬性等結構上之差異，是造成代理合約主要差異的原因。
2.資訊分享會與供應鏈績效有正相關，而專屬性投資與供應鏈績效有相關但較不明顯。
3.夥伴關係在供應鏈管理有其影響，同時也與供應鏈績效有正相關。

It is the highest one of degree in an thorough fare type attitude to supply the chain, because the relation between the enterprises is no longer only traditional cooperative way, but one kind interdepends in very deep commercial way, its close and interdynamic way is called “the partnership”. In the 21st century, the developments are up to production technologics, such as the manufacturing industry, Hi-Tech industry to generally improve and ripe, the market price tends to the free competition, the competition advantage that enterprises organize is no longer to regard relying on dropping space limited “ lowering costs” as the main tactics. If a company can obtain the competition advantage on the thorough fare, it is an essential way that it establishes partnership relation with thorough fare members that supply with on the chain. We probe into the partnership between trader's suppliers different from the upper reaches of thorough fare of spare part of the semiconductor in this research, in order to develop the improvement basis of follow-up supplier's partnership in the future, and make the partnership managed and supplied the chain homework and producing the greatest performance.
The major findings in the research as follows：
1.As the suppliers exit in the difference between the market position and product attributes, there are major differences in there agent's contracts.
2.There is a positive correlation between chain performance and information sharing, and special attribute investment has some relevant to chain performance, but not too obvious.
3.The partnership has a significant influence on chain performance, and has a positive correlation to supply chain performance.

目錄	I
表目錄	III
圖目錄	IV
第一章 緒論	1
第一節 研究背景與動機	1
第二節 研究目的	6
第三節 研究流程	7
第二章 文獻探討	8
第一節 供應鏈管理	8
第二節 夥伴關係	12
第三節 選擇及維持夥伴關係的方法	22
第四節 資訊分享	26
第五節 專屬性投資	30
第三章 研究方法	34
第一節 個案研究法	34
第二節 觀念性研究架構及變數衡量	37
第三節 研究對象	42
第四節 資料收集	46
第四章 半導體零件通路產業及個案介紹	51
第一節 半導體通路商產業現況與發展	51
第二節 半導體通路商產業特性	53
第三節 半導體通路商發展趨勢	55
第四節 個案介紹	56
第五章 實證資料分析	63
第一節 主要供應商比較分析	64
第二節 夥伴關係的影響程度	76
第三節 供應鏈績效之分析	88
第四節 夥伴關係與績效整合分析	91
第六章 結論與建議	93
第一節 結論	93
第二節 研究建議	96
第三節 研究限制	97
參考文獻	98
附錄-問卷	107

表目錄
表2-1　夥伴關係之定義	13
表2-2　合約的特徵	15
表2-3　企業間的關係型態	17
表2-4　夥伴關係特徵	20
表2-5　資訊種類與資訊內容	27
表2-6　供應商與製造商之間交換的資訊	28
表3-1　不同研究策略的相關狀況	34
表3-2　個案研究處理四個研究設計測試問題的作法	36
表3-3　資訊分享要素衡量表	40
表3-4　各供應商銷售額佔建智集團銷售額百分比	44
表3-5　主要資料來源的優點和缺點	46
表3-6　訪談對象彙整	50
表4-1　建智集團歷年銷售額及成長率	59
表4-2　各供應商銷售額佔建智集團銷售額百分比	60
表5-1　建智與主要三家供應商代理合約差異整理彙總表	66
表5-2　採購作業系統流程代號說明	78
表5-3　建智主要供應商使用資訊系統及資訊交換種類	81
表5-4　建智主要供應商資訊交換數量統計表─3A4採購訂單發出及確認	82
表5-5　建智主要供應商資訊交換數量統計表─3A7採購訂單中項目變更通知	83
表5-6　建智與主要供應商資訊分享衡量表	84
表5-7　建智與主要供應商專屬性投資衡量表	86
表5-8　建智與主要供應商2003年至2007年連續五年成長率	91
表5-9　建智與主要供應商夥伴關係強度與供應鏈績效關聯圖	91
 
圖目錄
圖1-1　半導體產業關聯圖	5
圖1-2　研究流程圖	7
圖2-1　供應鏈流程的演進	9
圖2-2　夥伴關係的型態	19
圖2-3　管理與資訊系統階層圖	29
圖3-1　觀念性研究架構	38
圖3-2　各供應商銷售額佔建智集團銷售額百分比	43
圖3-3　建智集團主要供應商佔全公司銷售額百分比	44
圖4-1　半導體產業的領域	52
圖4-2　建智股份有限公司營運據點	57
圖4-3　建智組織架構之應用	58
圖4-4　建智集團歷年銷售額	59
圖4-5　各供應商銷售額佔建智集團銷售額百分比	60
圖4-6　建智集團主要供應商佔全公司銷售額百分比	61
圖4-7　建智與上下游供應鏈之關係圖	61
圖5-1　主要供應商產品結構圖	73
圖5-2　代理合約差異因素	74
圖5-3　採購作業系統流程圖	78
圖5-4　建智與主要供應商2003年至2007年連續五年銷售額	89
圖5-5　建智與主要供應商2003年至2007年連續五年毛利	90
圖6-1　通路商與供應商之夥伴關係圖	93

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