本研究旨在建構一供應鏈系統，此系統分為兩階段模式，模式一為考慮多規劃期、多產品、多物料、多供應商、多工廠、多經銷商之供應鏈模式(Supply Chain Model)，以求解出在各規劃期中，各工廠對各供應商中各原料之最佳採購數量、對各產品之生產數量、運送各產品至各經銷商之最佳數量、儲存各原料和各產品之最佳數量；並同時求出各經銷商對各產品之最佳存貨數量、運送至顧客各產品最佳數量以及對顧客之各產品之最佳缺貨數量策略等；另外在模式一之基礎下，建立一個考慮數量折扣之供應鏈模式，此為模式一之擴張模式。
本研究另建立一生產佈置與排程模式(Production Layout (PL) Model)，此為模式二，於模式一中求解出各工廠最佳生產量後，針對各工廠之生產佈置與排程規劃，以提升其生產效率。本研究提供一數量決策工具，提供企業在多期總體供應鏈中做一全盤性的考量及即時性之分析。
本研究的主要貢獻乃提供一兩階段實務模型系統，完整結合各企業之上、下游廠商之供應鏈系統，以及提供工廠生產排程之依據，為決策者在供應鏈管理實務上建立一重要之決策工具。

This study aims to construct a supply chain system by using two stages models. The model 1 is the main frame of supply chain, the multi interval planning, multi-product, multi-materials, multi-supplier, multi-factory, are considered to solve the optimization. The optimal solution of the model 1 include not only the quantities of raw materials purchased from suppliers, the quantities of products produced by the factories, the quantities of raw materials and products stored in factories, but also the quantity of inventory by retailer, the quantity of products transported from factories to customers, and the short quantities of products demanded by customers. Base on model 1 to construct a quantity discounts considered model on supply chain management.
In addition, based on the optimal production quantity of the model 1, the model 2(production layout -PL) is applied to reveal the suggested layout of the production system, that can improve the production efficiency. This study provides a referenced tool to an enterprise on multi-interval planning and production system layout design for a supply chain system.
The major contribution of this research is to present a practical modeling system, which integrates the upstream and downstream firms on a supply chain and their bases of production scheduling. This system provides as an important decision-making platform that managers can use for supply chain management.

目錄 I
表目錄 III
圖目錄 V
第壹章 緒論 1
1.1 研究背景與機 1
1.2 研究目的 3
1.3 研究流程 5
第貳章 理論與文獻探討 7
2.1 供應鏈管理 7
2.1.1 供應鏈管理定義 8
2.1.2 供應鏈管理相關獻 13
2.2 生產佈置與排程 21
2.2.1 生產佈置與排程問題之分類 21
2.2.2 生產佈置與排程相關獻 23
第參章 模式建構 31
3.1 研究假設 31
3.2 符號說明 32
3.2.1 模式之註標 32
3.2.2 模式參數 32
3.2.3 模式決策變數 35
3.3 模式建構 36
3.3.1 模式一：供應鏈模式 37
3.3.2 模式一之擴張模式：考慮數量折扣之供應鏈模式 40
3.3.3 模式二： 生產佈置與排程模式 44
第肆章 模式數值範例與敏感性分析 46
4.1 模式數值範例 46
4.2 敏感性分析 59
4.2.1 模式一之敏感性分析 59
4.2.2 模式二之敏感性分析 62
第伍章 結論與建議 68
5.1 結論 68
5.2 建議 70
參考文獻 72


表目錄
表2.1 傳統管理與供應鏈管理比較表 7
表2.2 供應鏈管理定義 9
表2.3 供應鏈管理相關文獻 13
表2.4 生產排程問題之分類 22
表2.5 生產佈置與排程相關文獻 23
表4.1 顧客對產品之訂單需求數量 47
表4.2 供應商供應原料的單位成本 47
表4.3 工廠儲存原料的單位存貨成本 47
表4.4 供應商運送原料至工廠的單位運輸成本 48
表4.5 供應商對原料的供應量上限 48
表4.6 一單位產品所需要原料的數量比率 49
表4.7 工廠生產一單位產品所需的單位製造成本 49
表4.8 工廠生產一單位產品所需的時間 49
表4.9 工廠儲存一單位產品所需的存貨成本 50
表4.10 一單位產品由工廠至經銷商的運輸成本 50
表4.11 經銷商儲存一單位產品所需的存貨成本 51
表4.12 經銷商運送一單位產品至顧客的運輸成本 51
表4.13 經銷商缺貨一單位產品之缺貨懲罰成本 52
表4.14 向供應商採購原料的數量 52
表4.15 供應商運送給工廠原料的數量 53
表4.16 工廠儲存原料及產品的數量 53
表4.17 工廠生產產品的數量 54
表4.18 工廠運送產品至經銷商的數量 54
表4.19 經銷商儲存產品的數量 54
表4.20 經銷商運送產品至零售商的數量 55
表4.21 經銷商對零售商缺貨產品的數量 55
表4.22 工廠各項營運成本 56
表4.23 訂單需求數量變動情況下利潤的改變 60
表4.24 供應量上限變動情況下利潤的改變 61

圖目錄
圖1.1 研究流程圖 6
圖3.1 供應鏈系統 36
圖4.1 生產佈置與排程系統最佳解 58
圖4.2 最佳生產時程圖 59
圖4.3 訂單數量變動情況下利潤的改變 63
圖4.4 訂單數量變動情況下生產時間的改變 64
圖4.5 銷售價格變動情況下利潤的改變 65
圖4.6 銷售價格變動情況下生產時間的改變 65
圖4.7 持有成本變動情況下利潤的改變 66
圖4.8 持有成本變動情況下生產時間的改變 67

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