在變遷的時代，企業需要隨著多變的時代隨時調整經營的模式，過去成功的模式已非適用於目前的變遷改革，企業經營者不該沉醉在過去的光榮裡，必須跟著時代的脈動進行改革，以因應時代的變遷所帶來的影響，在全球性整體供應鏈競爭環境下，企業面臨的經營壓力已非本身單一方面就可以解決，必須藉由整體供應鏈成員協同合作，以供應鏈管理之提升競爭優勢，於是提出了CPFR供應鏈管理策略 (Collaborative Planning Forecasting & Replenishment，以下簡稱CPFR)，而該策略之執行效益已被多家企業證實其功效。為使台灣企業更加容易導入CPFR，本研究提出了企業導入CPFR可做為參考依據之商業型態。而該商業型態為避免企業在應用時，因不了解各協同供應鏈所該負責之工作與順序而造成之錯誤，需清楚定義出各個協同角色應負責的工作內容與工作流程，且為順利完成各工作程序間之協同工作，本研究分析出CPFR數位化系統之模組功能架構。
但是當應用供應鏈改變時，該商業模式的作業流程就會改變，故本研究分析目前台灣企業營運模式，根據國內企業運作特性與需求，歸納出三種模式的供應鏈組織類別性組合。三種供應鏈模式分別為品牌商-鞋業製造商-原材料商，品牌商-鞋業製造商-零售商(零售商亦是鞋業製造商)，品牌商-鞋業製造商-品牌直營商。為證實本研究提出之商業模式之可行性，以模式一供應鏈組織成員組合為個案探討，採用全球製鞋業目前所需整合及運用分析，以利鞋業企業應用之模式。

In the era of change, it is necessary for enterprises to adjust their business models at any time along with the ever-changing times. The successful models in the past are no longer suitable for the current changes and reforms. The enterprise operators should not live too much in the past, but must follow the movement of the era to carry out reforms so as to respond to the influence from the changes of the times. Under the environment of global overall supply chain competition, the operating pressures faced by the enterprises can no longer be solved themselves by a single aspect. The overall supply chain members must cooperate with each other to enhance the competitive advantage through supply chain management, so supply chain management strategy of CPFR (Collaborative Planning Forecasting & Replenishment, hereinafter referred to as CPFR) is proposed. The effectiveness of executing this strategy has been confirmed by many enterprises. In order to make it easier for Taiwanese enterprises to adopt CPFR, this study proposed a business model that can be used as a reference basis for the enterprises adopting CPFR. In order to avoid the mistakes caused by the enterprises not understanding the tasks and sequences that each collaborative supply chain should be responsible for at the time of application, the business model needs to clearly define the work content and workflow that each collaborative role should be responsible for. Moreover, in order to successfully complete the collaborative work between the various work procedures, the module functional architecture of the CPFR digital system was obtained through the analysis of this study.
The operating process of the business model will change when the application supply chain changes. The purpose of this study was to analyze the current operating models of Taiwanese enterprises and summarized the three types of supply chain organization category combinations based on the operating characteristics and needs of domestic enterprises. The three supply chain models are brand owner-footwear manufacturer-raw material supplier, brand owner-footwear manufacturer-retailer (retailer is also a footwear manufacturer), brand owner-footwear manufacturer-brand direct seller. To verify the feasibility of the business model proposed in this study, the model one supply chain organization member combination was taken as a case study, and integration and application analysis currently needed by the global footwear industry was adopted to facilitate the model applicable for the footwear enterprises.

中文摘要 i
Abstract ii
誌謝 iv
目錄 v
表目錄 vi
圖目錄 vii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與架構 2
第二章 文獻探討 6
第一節 供應鏈管理 6
第二節 CPFR 10
第三節 製鞋業(協同規劃、供應鏈)模式 16
第三章 CPFR之應用研究 18
第一節 CPFR應用模式 18
第二節 CPFR應用在製鞋業現況 24
第四章 個案分析 26
第一節 製鞋業組織成員架構分析 26
第二節 個案公司背景介紹 32
第三節 個案公司導入CPFR之影響 33
第五章 結論與建議 48
第一節 研究結論 48
第二節 研究建議 50
參考文獻 51
第一節 中文部份 51
第二節 英文部份 52

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