年來全球化的商業運作模式互動加劇，造成各產業無不運用各式競爭策略來優化競爭力。人工皮革產業主要客戶為因應流行性快速變化的市場，訂單的需求不僅小量多樣，對其上游供應商除品質要求外，亦對於訂單回覆與達交能力分非常重視；因此在產業激烈的競爭下，各個公司為爭取訂單，無不展現高配合度之服務措施，對於少量訂單亦一蓋允收接單。在該產業旺季期間，造成公司產線無能力生產，因此降低了客戶對公司訂單的信賴程度。
有鑑於此，產業為了能夠快速回應客戶訂單的要求，我們認為在訂單允諾上，業務部門要快速且正確的回覆客戶所提出的訂單要求，生產管理部門也能依當期的訂單快速的調整產線的產能，以上的關鍵在於公司產銷資源和資訊的透明化，並依此制定有效的機制，業務人員如果能在客戶提出訂單要求的同時，立即的掌握公司訂單、產線與庫存的情況，便不會允諾公司根本無法允諾的訂單交期，也可以使得生產管理部門可以規劃出較合理的生產排程。
本研究透過與人工皮革產業公司的人員訪談與產銷資料分析，並以分析後的資料，探討客戶、業務部門、生產管理部門三方的產銷問題。本研究提出導入ATP/CTP產銷機制來改善個案公司的產業績效，我們探討導入ATP/CTP產銷端機制模型後業務部門與生產部門運作行為的改變；並利用個案公司產銷資料，使用模擬軟體模擬Classical Model、ATP Model、ATP/CTP Model三種不同模型下，公司目標產業績效的改善情況。

oday, globalization has become a phenomenon of all the industry in the world, business need to quickly response to the supply chain changes, or could obiously harm to iself. Artificial industry in Taiwan, orders from downstream members are huge and with large diversity, it Is important to build an alignment to the sales department and the production department.
To decrease the information gaps between sales department and the production department, there are mechanisms whichh could be apply into this industry In Taiwan.
This study shows the difference of apply two kinds of sale / production alignment machanism, and compare the performance of those two to the processes nowaday through simulation tools.

致謝詞 3
摘要 4
ABSTRACT 5
第一章 緒論 12
第一節 研究背景與動機 12
第二節 研究目的 15
第三節 研究步驟 16
第四節 研究限制 17
第二章 文獻探討 17
第一節 供應鏈管理 17
第二節 ATP/CTP績效衡量指標 20
第三節 轉印塗層人工皮革製程 22
第四節 生產排程規劃 24
第三章 產業研究 26
第一節 研究產業背景 26
第二節 產業研究 26
3.2.1訂單 29
3.2.2存貨 30
3.2.3主生產排程(MPS) 31
3.2.4 情境限制 34
3.2.5 CLASSICAL MODEL 34
3.2.6 ATP MODEL 40
3.2.7 ATP/CTP MODEL 45
第三節 研究模擬模型設計 49
3.3.1 CLASSICAL MODEL 49
3.3.2 ATP MODEL 50
3.3.3 ATP/CTP MODEL 50
第四節 情境假設 51
第四章 研究模型建立 52
第一節 個案A公司研究 52
第二節 模型建構 53
4.2.1模擬數據建構 60
4.2.2建構CLASSICAL MODEL 62
4.2.3建構ATP MODEL 65
4.2.4建構ATP/CTP MODEL 66
第三節 模型驗證 66
4.3.1概念驗證(CONCEPTUAL VALIDATION) 67
4.3.2運作性效度(OPERATIONAL VALIDITY) 67
4.3.3前測(PILOT RUN) 68
第四節 模擬模型 69
4.4.1 CLASSICAL MODEL 70
4.4.2 ATP MODEL 71
4.4.3 ATP/CTP MODEL 72
第五節 產銷建議 74
4.5.1 CLASSICAL MODEL、ATP MODEL、ATP/CTP MODEL產銷績效比較 74
4.5.2 導入ATP/CTP之優勢 74
第五章 結論與貢獻 76
參考文獻 79

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