本研究之企業成立於1968年，為一專業高科技材料與設備通路商，經營型態係對產業提供產品及技術支援服務。隨著全球化的趨勢，台灣產業外移，本受訪企業自1990年起，開始進行全球佈局，在東南亞、大陸設立子公司。然海外子公司所面臨的業務範圍擴大、客戶營業規模變大、客戶複雜度增加（除了已服務的台商客戶外，且須開發當地企業客戶），況且大陸乃兵家必爭之地，競爭狀況更勝台灣，而海外子公司ㄧ般規模不若台灣母公司大，卻須面對更劇烈的競爭環境，但是企業的利潤中心制阻礙了海內外的合作，母公司部份人員往往僅負責自己所轄的業務範圍，而非站在協助海外子公司成長的角度，去思考整體集團未來的策略方向。
本研究主要是探討企業跨功能導向對供應鏈績效之影響，主要結論如下：
1. 跨功能導向對客戶滿意有直接正向的影響，其中尤以作業連結、技術整合等二構面對客戶滿意之影響最為顯著。
2. 跨功能導向對供應鏈敏捷性有直接正向的影響，其中尤以作業連結、參與式管理模式、技術整合等三構面對供應鏈敏捷性之影響最為顯著。
3. 供應鏈敏捷性與客戶滿意具有直接正向之互相影響力。
4. 台灣母公司之客戶滿意與海外子公司之客戶滿意具有直接正向之互相影響力。

The firm In this research is a trading company that has been exploiting and marketing hi-tech materials and equipments since it was founded in 1968. From 1980, the firm has been working on the globalization arrangement and the requirement to expand the company's operation scope. The overseas subsidiaries were established in south-eastern Asia, Hong Kong, and China.

In today's growing complexity of global networks of supply chains and hypercompetitive business environments, firms are confronted with the need to manage supply chain activities across functions and between firms. Yet the overseas subsidiaries might not certainly get enough resources and support from their headquarter to conquer the challenges, even though they usually face tough competition and greater customer scale especially in China.

The profit center system is the major reason that obstructs the cooperation between the headquarter and the overseas subsidiaries. Some employees of the headquarter just care their own business region, instead of assisting overseas subsidiaries to grow up together, and developing the strategies of the whole business group for the future.

The findings show that a firm’s cross-functional orientation (CFO) has positive effect on supply chain management (SCM) performance with empirical evidence. The conclusions are as below：
1. The cross-functional orientation (CFO) has remarkably positive effect on customer satisfaction. And the stronger factors that encourage CFO to enhance customer satisfaction are operation linkage and technology integration.
2. The cross-functional orientation (CFO) affects remarkably and positively on supply chain management (SCM) responsiveness. And operation linkage, participative management, and technology integration are stronger factors that encourage CFO to enhance supply chain responsiveness.
3. The supply chain management (SCM) responsiveness has remarkably positive effect on customer satisfaction.
4. The customer satisfaction of the headquarter and overseas subsidiaries influences each other.

誌謝辭 i
中文摘要 ii
ABSTRACT iii
目錄 v
圖目錄 vi
表目錄 vii
第一章 緒 論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 3
第四節 研究範圍與對象 4
第五節 研究流程 5
第六節 論文架構 6
第二章 文獻探討 7
第一節 功能間合作 7
第二節 作業連結 7
第三節 資訊交換 8
第四節 參與式管理模式 9
第五節 技術整合 10
第三章 研究方法 11
第一節 研究架構 11
第二節 研究假設 13
第三節 資料蒐集方法 14
第四節 研究變項之定義與衡量方法 18
第五節 研究步驟 21
第六節 資料分析方法 22
第四章 跨功能導向與供應鏈績效之實證分析與討論 25
第一節 量表題項與構面信度檢定 25
第二節 因素分析 29
第三節 各研究變項間相關分析 32
第四節 跨功能導向對供應鏈績效之迴歸分析 34
第五章 結論與建議 44
第一節 研究結論 44
第二節 管理意涵 48
第三節 研究限制及後續研究建議 52
參考文獻 53
一、中文部份 53
二、英文部份 53
三、網站部份 55
附錄一：本研究前測問卷 56
附錄二：本研究正式問卷 62
圖目錄
圖1 1 材料暨設備通路商在上、中、下游產業之關聯性 1
圖2-1 本研究流程圖 5
圖3-1 本研究的觀念性架構 11
圖3-2 量表測試流程 15
圖3-3 研究流程圖 21
圖4-1 跨功能導向對供應鏈績效之迴歸分析 43
表目錄
表1-1 研究範圍與對象 4
表2-1 知識分享意願之衡量 10
表3-1 研究假設彙整 13
表3-2 回收問卷分佈表 14
表3-3 前測各構面之信度分析 15
表3-4 功能間合作量表項目分析彙總表 16
表3-5 企業跨功能導向對供應鏈績效影響之問項設計 18
表3-6 本問卷修改後題項 19
表3-7 相關係數的強度大小與意義 23
表4-1 影響跨功能導向的各題項之信度Cronbach’s α係數 25
表4-2 各變數的信度分析 26
表4-3 KMO取樣適切性量數與Bartlett球形檢定 29
表4-4 因素分析 30
表4-5 影響跨功能導向之各變數的相關係數表 32
表4-6 研究變數與供應鏈績效之相關係數表 33
表4-7 跨功能導向對客戶滿意之迴歸分析 35
表4-8 跨功能導向與客戶滿意之假設檢定 36
表4-9 跨功能導向對供應鏈敏捷性之迴歸分析 37
表4-10 跨功能導向對供應鏈敏捷性之假設檢定 38
表4-11 供應鏈敏捷性對客戶滿意之迴歸分析 39
表4-12 供應鏈敏捷性對客戶滿意之假設檢定 39
表4-13 客戶滿意對供應鏈敏捷性之迴歸分析 40
表4-14 客戶滿意對供應鏈敏捷性之假設檢定 41
表4-15 台灣公司客戶滿意與海外公司客戶滿意之迴歸分析 42
表4-16 客戶滿意對供應鏈敏捷性之假設檢定 43
表5-1 研究假設驗證結果彙整表 45

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三、網站部份
公開資訊觀測站：http://newmops.tse.com.tw/