企業產銷管理係為企業價值鏈中的「主要活動」，其效率的良寙連繫著企業在經營上能否創造利潤與競爭力之重要關鍵。因此企業如何透過整體資源之掌握及產銷部門間的緊密協調，以強化部門間之相互了解，將有限資源發揮最佳效能，已成為製造業廠商在市場變動環境中應具備之必要條件。因此在現行產銷管理活動中，應對產銷部門間之組織介面做更清楚之描述，及對整體資源有更完整之呈現。以提供管理者做出最正確之決策。
本架構導向研究應用結構與行為合一之觀念，建構「架構導向之產銷管理模型」，並建立模型建構規則，使得模型之建立有一定的程序可以遵守。再導入實際產銷管理範例將架構導向之產銷管理模型應用於實際範例上，並進行傳統流程導向之產銷管理與本研究模型「架構導向之產銷管理模型」之比較，可提供業界另一個管理思維之新模式。
本研究主要分為三個部份（1）架構導向的觀念（2）架構導向之模型建構規則（3）提出新的架構導向之產銷管理模型。其主要貢獻為建置架構導向之產銷管理模型，本模型包含了結構角度觀點、行為角度觀點、資源角度觀點、組織角度觀點及其他觀點。透過不同角度之觀點在組織功能、組織介面及資源整合上，均比傳統流程導向之產銷管理更符合企業之需求。且提供企業面臨快速變化之環境，能快速整合資源、調整企業組織並製定適當之策略。其建構規則極易掌握，是企業導入架構導向管理之可用工具。

The production and marketing management is the primary activities of the enterprise value chain; what is more, the performance of it has become the most important key point of enterprise management to create profit and competition. Hence, by controlling the enterprise total resources and tightly negotiation between production and marketing departments, to reinforce the mutual understanding and achieve the best performance from limited resource, it has formed the essential field criteria for manufacture companies to manage in the variable business circumstance. Thus, for the present production and marketing management activities, it is the necessary to describe more clearly in organization interfaces among the departments, and reveal full scope of total resource. For top management give a strong support to make the right decision.
This Architecture-Oriented (AO) study uses structure-and-behavior-in-one-unity, building up an Architecture-Oriented Production/Marketing (AOPM) management model, and establish the model build-up rules to provide the build-up sequence to follow. By introducing practical Production/Marketing management examples in implementation of Architecture-Oriented to actual cases, through compare the conventional Process- Oriented Production/Marketing (POPM) with the research AOPM to obtain a another brand new model for enterprise management consideration.
This research is divided into three parts (1) concept of the Architecture-Oriented (2) establish the model build-up rules to provide the build-up sequence to follow (3) build up an AOPM management model. The main contribution is that AOPM management model contains structure view, behavior view, resource view, organization view and the other point of views. To compare the AOPM management model with the conventional POPM management model through different views in organization function, interface and resource consolidation, show that the APOM management model is much better then conventional POPM management model to meet enterprise management demand. This model is net only easy to establish but also in controlling the build-up rules. So it is helpful for enterprise to introduce Architecture-Oriented management model as a useful tool.

論文提要 ---------------------------------------------------------------------------------------------I
誌謝辭 ---------------------------------------------------------------------------------------------- II
中文摘要 ------------------------------------------------------------------------------------------ III
英文摘要 -------------------------------------------------------------------------------------------IV
目錄 --------------------------------------------------------------------------------------------------V
圖目錄 ---------------------------------------------------------------------------------------------VII
表目錄 ----------------------------------------------------------------------------------------------IX
1. 緒論 ---------------------------------------------------------------------------------------------- 1
1.1 研究背景與動機 --------------------------------------------------------------------------- 1
1.2 研究目的 ------------------------------------------------------------------------------------ 2
1.3 研究方法 ------------------------------------------------------------------------------------ 3
1.4 論文結構 ------------------------------------------------------------------------------------ 3
2. 文獻探討 -----------------------------------------------------------------------------------------6
2.1 產銷互動 ------------------------------------------------------------------------------------ 6
2.2 企業流程 ------------------------------------------------------------------------------------ 7
2.3 企業架構 ------------------------------------------------------------------------------------9
3. 流程分析工具 ---------------------------------------------------------------------------------10
3.1 ANSI 流程圖 ------------------------------------------------------------------------------10
3.2 事務流程圖 --------------------------------------------------------------------------------11
3.3 資料流程圖 --------------------------------------------------------------------------------11
3.4 活動角色圖 --------------------------------------------------------------------------------12
3.5 整合性流程分析工具 --------------------------------------------------------------------12
3.6 Petri Net Model -----------------------------------------------------------------------------15
3.7 Trigger Model -------------------------------------------------------------------------------15
3.8 IDEF Model ---------------------------------------------------------------------------------16
3.9 ARIS Model ---------------------------------------------------------------------------------17
4. 架構導向之產銷管理模型 ------------------------------------------------------------------19
4.1 產銷結構元素的確立 --------------------------------------------------------------------20
4.2 產銷結構元素的操作 --------------------------------------------------------------------21
4.3產銷構元素的連結 ------------------------------------------------------------------------22
4.4 產銷結構與行為合一 --------------------------------------------------------------------23
4.5 產銷模型建構規則 -----------------------------------------------------------------------24
5. 產銷管理實例說明 ---------------------------------------------------------------------------25
5.1 範例背景說明 -----------------------------------------------------------------------------25
5.1.1 鋼鐵業特性概述 --------------------------------------------------------------------25
5.1.2 範例公司簡介 -----------------------------------------------------------------------26
5.1.3範例公司組織 ------------------------------------------------------------------------27
5.1.4 範例公司產銷管理概況 -----------------------------------------------------------29
5.2架構導向之產銷管理建構 --------------------------------------------------------------29
5.2.1 產銷結構元素之確立 --------------------------------------------------------------29
5.2.2 產銷結構元素之操作 --------------------------------------------------------------34
5.2.3 產銷結構元素之連結 --------------------------------------------------------------37
5.2.4 產銷管理結構元素與行為合一 --------------------------------------------------42
5.3 架構導向之產銷管理與流程導向之產銷管理之比較 -----------------------------49
6. 結論與建議 ------------------------------------------------------------------------------------53
6.1 結論 -----------------------------------------------------------------------------------------53
6.2 後續研究建議 -----------------------------------------------------------------------------53
7. 參考文獻 ---------------------------------------------------------------------------------------55

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