由於網際網路的的興起，使得新型態的中間商出現，傳統中間商面臨了被去仲介化的壓力。而Chircu與Kauffman（2000）更提出了所謂的IDR架構，用來說明傳統的中間商如何透過本身資產配合資訊科技的應用，再度進入交易市場，以達到再仲介化（Reintermediation）。
本研究以辦公文具業為研究對象，經由國內外線上辦公文具個案之觀察，及相關專家之訪談，將國內傳統辦公文具通路商再仲介化策略考量因素分為（1）辦公文具電子商務營運模式、（2）企業辦公文具採購特性及（3）傳統辦公文具通路商獨特性資產，三個構面加以探討，並配合國內以中小企業為主的產業特性加以分析。
本研究以德菲法（Delphi method）為研究方法，針對研究架構中的三個構面加以分析，經由四回合之專家問卷後，並對照所觀察之五個個案，提出一適合國內產業特性之辦公文具電子商務營運模式。並建議傳統辦公文具通路商結合資訊科技公司與相關MRO供應商，共同開發辦公文具電子商務之解決方案。在有關顧客服務方面，以自身之獨特性資產為基礎，提供企業採購者辦公文具之管理，並針對企業辦公文具採購流程開發適合國內企業採用之辦公文具採購自動化軟體，以達到傳統辦公文具通路商再仲介化之目的。

With the advent of Internet, On-line intermediaries have put tremendous pressures on traditional intermediaries which might be disintermediated without resort to information technology. The IDR model was thus to bring about the interpretation how traditional intermediaries could regain their competitive advantage by utilizing co-specialized assets and information technology.
Office supply is the domain of this research. Through observation of on-line office stationary suppliers and interviews with domain experts, the factors for constructing reintermediation strategies of traditional channel are as follows:
1. The business model of office supply.
2. The characteristics of office stationery procurement.
3. The co-specialized assets of traditional office supplies.
These three factors lead to development of questionnaire in the Delphi method implemented in this research. Based upon the expert opinions from the Delphi method and the review of business model implemented by the domestic on-line stationary suppliers, this research proposed a business model with feature of domestic industry characteristics. The reintermediation strategies proposed in this research have addressed the development of e-commerce solution and the support of customer service. The traditional office stationary distributors might team up with other suppliers and information technology companies to develop a B2B e-commerce solution. As for the customer service, they could provide inventory management for enterprise users based upon their distinctive co-specialized assets. Furthermore, a development of procurement software for office supplies is necessary because it automates the procurement process and facilitates the vender managed inventory service.

第1章 緒論 1
1.1研究背景 1
1.2研究動機與目的 2
1.3研究流程 3
第2章 文獻回顧 4
2.1市場功能、行銷通路與中間商功能 4
2.2 傳統通路商面臨之挑戰及轉變 9
2.3 辦公文具業電子商務 23
2.4 企業MRO採購流程 45
第3章 研究架構與方法 55
3.1 研究架構 55
3.2 研究方法設計 57
第4章 DELPHI問卷過程 62
4.1第一回合問卷 62
4.2第二回合問卷 71
4.3第三回合問卷 76
4.4第四回合問卷 81
第5章 研究結果分析 82
5.1電子商務帶給傳統辦公文具通路商之威脅 82
5.2 電子商務經營模式帶來的價值 84
5.3 辦公文具業電子商務經營模式之問題及解決方法 89
5.3 辦公文具業電子商務經營模式之問題及解決方法 90
5.4 企業辦公文具採購流程之問題及解決方式 96
5.5 傳統通路商獨特性資產 98
5.6 綜合分析 105
第6章 結論與建議 110
6.1 研究結論 110
6.2 研究限制 116
6.3 後續研究建議 117
參考文獻 118
附錄 121

[1]. 張瓊文，「台灣電子市集發展前景」，主要國家產經政策動態季刊第一期，經濟部 90.3， http://www.moea.gov.tw/~ecobook/ms/9003/3-7.htm
[2]. 戴劍文，國內辦公文具業電子商務經營模式探討，國立中山大學資管研究所碩士論文，2000。
[3]. 薛寶剛， MRO電子市場經營模式之探討，國立台北大學企業管理研究所碩士論文，2001。
[4]. 林俊光，建構結合層級分析法及德菲法之群體決策支援環境，國立成功大學工業管理學系碩士論文，1997年。
[5]. 張宜慶，電腦網路德菲研究系統之建構及其可行性分析，國立交通大學傳播研究所碩士論文，1999年。
[6]. 林虹君，模糊理論應用於管理才能評鑑模式之研究，高雄工學院碩士論文，1996年。
[7]. 丁惠民，「Click-and-Mortar 企業的組織策略與管理議題」，、電子化企業經理人報告，民90年1月，pp22-27。
[8]. Sarkar, M. B., B. Butler and C. Steinfield. “Intermediaries and Cybermediaries: A Continuing Role for Mediating Players in the Electronic Marketplace,” Journal of Computer-Mediated Communication, Vol.1, No.3, 1995.
[9]. Gellman, R. Disintermediation and the Internet. Government Information Quarterly, Vol.13, No.1 ,1996 ,pp. 1-8.
[10]. Chircu, Alina M., and Kauffman, Rebort J., “Reintermediation Strategies in Business-to-Business Electronic Commerce”, International Journal of Electronic Commerce, Summer 2000, Vol. 4, No. 4, pp. 7-42.
[11]. Kotler, Philip and Gary Armstrong, “Principles of Marketing “, Prentice-Hall International Editions, 5th ed 1991.
[12]. Bakos, Yannis (1998) , “The Emerging Role of Electronic Marketplaces on the Internet” , Communication Of The ACM Vol.41,No.8
[13]. Louis W.Stern and Adel I. EI-Ansary, Marketing Channels, 5th ed. NJ, Prentice Hall, 1996.
[14]. Bucklin, Louis P. ”A theory of distribution channel structure,” Berkeley : University of California, Institute of Business and Economic Research, 1966.
[15]. Kotler Philip、Swee Hoon Ang、Siew Meng Leong. “Marketing Management: An Asian Perspective”, 2nd ed., Prentice Hall, 1999.
[16]. Bailey, J. P., and Bakos, J. Y. “An exploratory study of the emerging role of electronic intermediary” International Journal of Electronic Commerce, Vol.1, No.3, 1997.
[17]. Ranjay Gulati, Jason Garino, (2000), “Get the Right Mix of Bricks & Clicks,” Harvard Business Review, May-June, 2000, pp.107-114
[18]. Malone, T. W.; Yates, J.; and Benjamin, R. I. Electronic markets and electronic hierarchies. Communications of the ACM, Vol.30, No.6 ,June 1987, 484-497.
[19]. S. Kaplan and M. Sawhney . “E-Hubs: The New B2B Marketplaces” Harvard Business Review，May-June 2000.
[20]. Negroponte, N. Reintermediated. Wired, 5, 9, (September 5, 1997), 208 http://www.wired.com/wired/archive/5.09/negroponte.html.
[21]. Sam Kinny , “An Overview of B2B and Purchasing Technology” , FreeMarket, Inc. June 22 , 2000
[22]. Michael Harding . “Profitable Purchasing : An Implementation Handbook for Just-In-Time” , Industrial Press Inc., 1990. P.14
[23]. Deise, M.V., Nowikow, C., King, P. and Wright A., Executive’s Guide to E-Business：from Tactics to Strategy, New York：John Wiley & Sons, 2001.
[24]. Kalakota, R. and Robinson, M., “E-Business : Roadmap for Success,” Addison-Wesley.1999.
[25]. Harold A. Linstone，Murray Turoff ，The Delphi Method-Techniques and Applications ,Addison-Wesley Publishing Company.
[26]. Osterwalder, A., Lagha, S. B., & Pegneur, Y., (2002) “An Ontology for Developing e-Business Models,” Proceedings of IFIP DSIage’2002, Cork, July 3-7.
[27]. Timmers, P., “Business models for electronic markets” Electronic Markets, Vol.8,No.2,1998, pp.3~8
[28]. Mahadevan, B., “Business models for Internet-based e-commerce” California Management Review, Vol.42 , No.4, Summer 2000, pp.55~68