摘 要
隨著全球化、資訊化、科技化趨勢，產業間產品差異化日趨減少，企業經營進入微利時代-如何降低成本、確保收益成為企業重點策略工作，其中供應鏈內委外評估，已列入企業重點檢討項目與施策重點。其中，文件作業委外需求日增，進行文件處理服務的產業油然而生。
個案公司為從事OA(Office Automatic)設備提供之廠商，個案公司之高階產品(Production products)也是同業當中無法競爭之壟斷性產品，因為不論品質、速度等等功能，都是業界最高階商品，唯數年來銷售成果皆不理想；探討原因不外，1.由於個案公司除了銷售產品給專業文件處理服務公司(Outsourcing companies-Document management service)外，本身亦從事委外文件處理服務業務，因此與使用設備之專業文件處理服務公司，經常面對同一服務對象(一般公司企業)下之相對競爭磨擦，因此沒有意願採購個案公司設備；2.個案公司之高階產品價位很高，專業文件處理服務公司沒有足夠資金與借貸信用，採購個案公司設備；因此影響個案公司之高階產品經營效果與客戶服務水準。
個案公司於是進行整體供應鏈創新策略，首先解決供應鏈”內在因素”的部門別產品策略之競爭問題、市場行銷策略、供需策略(物流)、財務策略(金流)，然後進行解決供應鏈中的”外在因素”問題，協助解決專業文件處理服務公司之資金與借貸信用問題(金流)，並且仲介有委外需求之大型客戶群給專業文件處理服務公司；同時提供大型客戶群安全快速的文件委外需求；快速而正確的為供應鏈各成員創造新的價值。
在進行供應鏈創新策略三年中，專業文件處理服務公司對個案公司之服務滿意度大幅提高，營收亦大幅成長，採購設備需求大增；個案公司的有委外需求的大型客戶的滿意度也提高：因此，個案公司之高階產品設備銷售台數、銷售營收、銷售營利，以及售後服務營收、營利，皆大幅成長。
關鍵詞：供應鏈、創新、創新價值、物流創新修正模式。

Abstract
As the trends of globalization, information technology and scientific progress continue to spread, the diversity of products in different industries are decreasing and business management is heading into the micro-profits era, where lowering costs and insuring profit gains are the key strategy. Subsequently, the evaluation of supply chain outsourcing has become a priority business review and implementation issue. The demand for outsourcing document management services has been growing; and so, in keeping with current trends, the number of document management service providers is growing.
The company in our case study manufactures and supplies office automatic equipment. The production products this company distributes are monopolistic at the highest level in this field, such that the other manufacturers cannot beat them in either product quality or functional speed. Nevertheless, sales for the past years have not been favorable. Our analysis points to the following causes: first, this company not only sells products to Outsourcing companies-document management service, but also offers it’s own document management service; therefore, it competes with its product-using customers when it offers document management services to the same service customer. Second, the top-tier products of this company are so expensive that Outsourcing companies-document management service companies often have insufficient funds or loan credit to purchase the products. This affects the operational effectiveness of its top-tier products and the customer service level of our case study company.
Therefore a new strategy for the whole supply chain was implemented. The company in our case study first acted to solve the problem regarding the products strategy competition, its marketing strategy, supply chain strategy and finances strategy originating from “internal factors” in the supply chain. It then dealt with the fund and loan credit issues, which belong to the “outside factors” of the outsourcing companies-document management service companies, introducing its large-scale business customer group to the Outsourcing companies-document management service companies. Meanwhile, it also met the demands of its large-scale business customer group for safe and speedy outsourcing document management, and helped its supply chain members to create new value quickly and accurately.
During the implementation of its new supply chain strategy, which took three years, the customer satisfaction of Outsourcing companies-Document management service companies was raised, revenue also increased, and demand for purchasing equipment rose steadily. The large-scale customers that had outsourcing demands on the company in our case study were satisfied with its service level. Therefore, top-tier product sales, sales revenue, sales profit, after-sale service revenue and profit of this company increased markedly.
Key words：Supply Chain、Innovation、Innovalue、Logistics Innovation Model.

目錄
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍、方法與限制 4
第四節 研究流程架構 6
第二章 文獻探討 7
第一節 創新（Innovation）的定義 7
第二節 創新（Innovation）的意義 8
第三節 供應鏈（Supply Chain）的定義 14
第四節 供應鏈創新（Innovation of Supply Chain）的意義 21
第三章 臺灣地區OA產業概況 27
第一節 台灣OA產業概況 27
第二節 台灣OA產業趨勢 30
第四章 個案公司供應鏈創新模式研究 31
第一節 個案X公司背景介紹 31
第二節 個案公司供應鏈之過去狀況分析 33
第三節 個案公司導入供應鏈創新營運模式之設計執行與成果分析 39
第五章 個案公司供應鏈創新模式效益評析 45
第一節 個案公司供應鏈創新之成果 45
第二節 個案公司供應鏈創新之績效評估 47
第六章 結論和建議 53
第一節 結論 53
第二節 建議 55
文獻參考 56


表目錄
表3-1：2005年機器類別進口台數統計 27
表3-2：2005年廠商別複印(合)機安裝台數統計 28
表3-3：2005年機器別客戶複印(合)機支出統計 28
表3-4：2005年廠商別複印(合)機進口支出統計 29
表3-5：功能別複印(合)機進口台數與成長率預測統計 30
表5-1 專業文件處理服務公司之改善滿意度問卷 52


圖目錄
圖1-1：研究流程圖 6
圖2-1：Supply Chain Council, SCC之SCOR架構 16
圖2-2：供應鏈管理模式 19
圖2-3：供應鏈關係中創新產生模式 22
圖2-4：物流創新概念形成模式 23
圖2-5：以顧客為導向之物流創新模式 25
圖2-6：物流創新修正模式 26
圖3-1：功能別複印(合)機進口趨勢預測統計 30
圖4-1：X公司營運績效 32
圖4-2：Production M/C Supply Process before 2004 34
圖4-3：Spare Parts & Consumables Supply Process before 2004 35
圖4-4：Mapping material flow 36
圖4-5：X 公司 Internal flow 37
圖4-6：Production M/C Supply Process after 2004 44
圖4-7：Spare Parts & Consumables Supply Process after 2004 45
圖5-1：產品別設備安裝台數 48
圖5-2：設備安裝台數與成長率 49
圖5-3：產業別設備安裝台數 50
圖5-4：設備銷售營收與成長率 51
圖5-5：售後服務營收與成長率 52

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