論文提要內容：
隨著二十一世紀全球化經營策略，藉由供應鏈管理，建立密切的夥伴關係，以降低成本、快速回應顧客需求，進而提升經營績效，儼然成為企業最關注的議題。3C產業為我國的重點產業之一，該產業因產品及市場特性，製造商與各零組件供應商間之關係也有所不同。如能界定製造商與供應商之夥伴關係類型，建立適配的整合策略，或可獲致較佳之經營績效。
本研究採用單一個案研究法，以我國某大型3C製造商為例，透過觀察該公司及深度訪談採購部門各級主管，暸解該製造商與上游零組件供應商之夥伴關係，探討不同夥伴關係適配之整合策略，並分析對經營績效之影響。研究結果發現製造商對供應商依賴性大、供應商供貨彈性低者，採取簽訂契約之方式，可降低成本及確保交期之準時。如對供應商依賴性低、供應商供貨彈性高者，採減少供應商家數之方式，可降低成本、提升產品品質及確保交期之準時；如採用供應商管理存貨(Vendor Managed Inventory, VMI)，則可確保交期之準時，並縮短現金週轉期，提高存貨週轉率。

Abstract:
With the globalization of the 21st century, by the means of supply chain management to establish a close partnership is becoming a necessity of business success.  The 3C industry is one of the key industries in Taiwan.  Due to the characteristics of its products and market structure, the relationships between the manufacturer and its suppliers of different materials and parts are also varied.  This research is tried to indicate the fit between the type of partnership and integration strategy, therefore the impacts on business performance.
The research adopted single-case method and used one large 3C manufacturing company as the case.  It investigated the partnerships between the core manufacturer and its main materials suppliers, the suitable integration strategies and business performance by observation of the manufacturer and in-depth interviews with the management of the purchasing department.  The research findings suggest if the manufacturer is more dependent on suppliers, or the suppliers are less flexible, it is better to sign long term contracts to stabilize the materials cost and on time delivery.  If the manufacturer is less dependent on suppliers or the suppliers are more flexible, it can obtain cost down, better product quality and on time delivery by reducing the amounts of suppliers.  Or, it can ensure on time delivery, shortened cash conversion cycle and inventory turnover if the manufacturer adopts vendor managed inventory (VMI) technique.

目  錄	I
圖目錄	III
表目錄	IV
第壹章 緒論	1
第一節 研究背景與動機	1
第二節 研究目的及範圍	1
第三節 研究流程	2
第貳章 文獻探討	4
第一節 供應鏈管理	4
一、 供應鏈	4
二、 供應鏈管理之定義	5
第二節 供應鏈夥伴關係	6
一、 供應鏈夥伴間關係之定義	6
二、 夥伴關係的衡量	8
第三節 整合策略	11
一、 供應鏈整合	11
二、 整合策略	12
第四節 經營績效	18
第參章 研究方法	24
第一節 觀念性架構及研究變數	24
第二節 研究變數	25
第三節 研究設計	26
一、 個案研究法	27
二、 資料收集及訪談對象	28
第肆章 個案分析	31
第一節 個案公司簡介	31
一、 個案公司沿革	31
二、 主要產品簡介	31
三、 經營型態	33
四、 採購流程	34
第二節 供應商之選用、評估及類型	36
一、 供應商選用程序	36
二、 供應商績效評估	39
三、 供應商類型	41
第三節 供應商夥伴關係、整合策略及績效分析	45
一、 供應商類型、夥伴關係及績效分析	45
二、 供應商夥伴關係、整合策略及對績效之影響	48
第伍章 結論與建議	57
第一節 研究結論	57
第二節 理論與實務意涵	58
一、 理論涵義	58
二、 實務涵義	58
第三節 後續研究建議	59
第四節 研究限制	60
參考文獻	61
附　錄	67
圖目錄
圖1-1  研究流程圖	3
圖2-1  組織間合作類型	14
圖3-1  研究觀念性架構	24
圖4-1　個案公司營運流程圖	34
圖4-2　個案公司全球運籌物流圖	34
圖4-4　個案公司供應商評估流程圖	39
表目錄
表2-1 供應鏈管理定義彙總表	6
表2-2 供應鏈夥伴關係之定義彙總表	8
表2-3 傳統與夥伴關係之供應策略	10
表2-4 夥伴關係之衡量	11
表2-5 資源型態和企業聯盟結構偏好	16
表2-6 供應鏈整合策略彙整	17
表2-7 供應鏈經營績效評估指標彙整	23
表3-1 研究方法型態表	27
表3-2 訪談日期及人員	30
表4-1 個案公司主要生產產品項目	32
表4-2 個案公司主要商品銷售狀況表	33
表4-3 供應商考核之分等及評定等級	38
表4-4 個案公司供應商績效評估項目	40
表4-5 個案公司代表性3C產品重要零組件	41
表4-6 個案公司3C產品供應商類型	42
表4-7 個案公司供應商類型、零件特性及供應商特性	44
表4-8 個案公司供應商類型之夥伴關係及供應商特質之關連性表	48
表4-9 與關鍵性客製化與消費性零組件供應商的夥伴關係、整合策略與績效分析表	51
表4-10與一般性客製化及消費性零組件供應商之夥伴關係、整合策略與經營績效表	55

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