在全球化的競爭型態，目前產業結構已轉變為供應鏈與供應鏈間互相合作的趨勢，在此結構中「夥伴關係模式」已為發展策略之一。供應商究竟需擁有何等能力方能健全夥伴關係以利彼此「關係承諾」，進而維持同心協力發揮綜效的「合作關係持續性」，為本研究的主要目的。本研究除先行通案探討外，繼之配合台灣產業的全球發展，以資訊（資訊硬體產業及行動通訊產業）業為例，進行『供應商強化與客戶間「關係承諾與合作關係持續性」所需能力研究』。在經文獻探討後發現「關係承諾」對「合作關係持續性」具正向關係，隨之選取供應商八項構面能力進行問卷實證統計分析，八項能力包括價格成本、生產製造彈性能力、 品質管理、 研發創新能力、 採購資源能力、 危機處理能力、溝通能力及服務能力等。

經本研究實証發現，八項能力改變為『供應商風險管理能力、供應商給予交期與價格之彈性度 、 供應商內部流程管理能力 、 供應商新產品設計能力 、 供應商溝通管理能力 、 供應商不良率管理能力 、 供應商提供之加值服務』等七項，而供應商風險管理能力、 供應商新產品設計能力及供應商提供之加值服務對「關係承諾」具正向影響。而這些能力，則須以整合角度看待，而非以單一能力去衡量，當這些能力整合程度越好就會對下游製造商的外在表現影響越大。因此，本研究建議企業若欲使自身在市場競爭獲得良好績效，則需在選擇供應商時就多方面考量，而供應商擁有越大能力時，也就越能使製造業者市場競爭力增強，雙方也因此能夠達到雙贏的局面，因此買賣雙方在訂定合約時應以合夥態度面對彼此，以共創雙方最大價值。

本研究受限於時間、經費，以及八項能力測試，加上受測者的偏差作答或對問卷的認知不同而影響其反應現實情況的程度，加上忽略供應鏈管理整體能力的考量，加上僅以台灣高科技產業為實證研究對象，故無法推論至其他產業。

In the terms of globalize competition, the current industries configuration already changed to supplying chain to cooperate on each other. In this configuration, “the partnership” already developed to one of the strategy. What kind of abilities that supplier need to have, could fully support the partnership and able to benefit both companies “commitment” and then go to the upper level of “the development of cooperation”, this is the main purpose in this research. The research surveyed a lot of the cases and consolidated the Taiwan industry globalization, based on the case of IT Industry of hardware and mobile communication industries, going forward on “Supplier intensify it’s own ability focus on commitment and the development of cooperation with their customers.” After researching literatures and we found the “commitment” has significant positive effect on “the continuity of cooperation” and we selected with eight factors to progress a factual research by a questionnaire, compiled statistics, separated into parts. These eight factors include the cost, the flexibility of mass production, the quality management, the R&D development and innovation ability, the resource of procurement, the crisis management, the communication ability and the service.

Founded by this research, the eight facctors changed to the crisis management ability , the flexibility of cost and delivery, the inner process management ability, the development & innovation ability, the communication bility, and the defective control management and value add service; the crisis management, the development and innovation ability and value add service have significant positive effect on “the continuity of cooperation”. Those factors need to be integrated as an integral and can not be measured separately. As those factors are integrated as well as it could, then the supplier’s performance will be displayed. Hence, this research proposed the buyer to put more considerations by many ways when they select the suppliers and this may help to get good performance in the competitive market; when supplier has more abilities, it could strengthen the competitiveness of the customer in the manufacturing industry market, and then achieve win-win for both enterprises. Thus, when both enterprises make legal agreements need to be as a position as partners to achieve the maximum value for both enterprises.  

This research is restricted by the timing, the budgets, the eight factors, the inaccuracy answers or the cognitive difference of the questionnaire from the tester and all of those influence on the existing circumstances, lacking off the consideration of the whole supplying chain management, and only targets on high technology industries in Taiwan area. This research can not be extended to other industries.

目  錄
中文提要    I
英文提要    II
誌謝辭     IV
圖目.     VI
表目.     VII
第一章 緒.  1
第一節     研究背景    1
第二節     研究動機    2
第三節     研究目的    3
第四節     研究.程    3
第二章 文獻探討        5
第一節     資訊製造業特性與生態      5
第二節     供應商能力   8
第三節     夥伴關係管理  25
第三章 研究方法        32
第一節     研究架構    32
第二節     研究假設    33
第四章 資料分析結果      41
第一節     敘述性統計分析 41
第二節     因素分析之球型檢定       46
第三節     因素分析結果與信度分析     47
第四節     迴歸分析    56
第五章 結.與建議       60
第一節     研究結.    60
第二節     實務建議    61
第三節     研究限制    63
第四節     後續研究建議  64
.考文獻    65
中文部分    65
英文部分    66
附.：研究問卷 70


圖目.
圖1.1 研究.程圖      4
圖3.1 研究架構       33


表目.
表2.1 傳統觀點下買方與供應商關係      11
表2.2 JIT採購（just-in-time purchasing） 觀點下買方與供應商關係 12
表2.3 傳統與供應鏈管理關係比較表      14
表2.4 買方(製造商)與賣方(供應商)關係的轉變       15
表2.5 選擇供應商的23個構面        16
表2.6  Lehmann and O’Shaughnessy的17項選擇標準 17
表2.7  Barbarosoglu and Yazgac研究中之主要評估指標 22
表2.8  William J. Stevenson 研究之評估標準      23
表2.9  不同工業產品所重視的選擇標準    24
表2.10 夥伴關係發展之四階段        26
表4.1 樣本回收情況表    41
表4.2 回收問卷基本資料表1 42
表4.3 回收問卷基本資料表II        44
表4.4 回收問卷基本資料表III       45
表4.5 因素分析之KMO and Bartlett's Test       47
表4.6 因素分析之轉軸後因素矩陣表      49
表 4.7 供應商能力信度分析   55
表4.8 迴歸模型分析結果   58
表4.9 分析後結果彙整表   59

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