本研究主要是以企業所實行之供應鏈為研究標的，探討影響組織供應鏈管理的相關因素。並利用權變理論的觀點，探討相關變數之間的關係，及其之間的互動對於供應鏈績效所產生的影響。在本研究中，主要探討的變數包括：「競爭策略」、「供應鏈策略」、「人力資源策略」與「供應鏈能力」等。

研究變數資料的取自於郵寄問卷。本研究以台灣製造業為研究對象，寄發兩份內容不同的問卷給人力資源和採購（或生產管理）部門。共寄出1990份問卷（人力資源部門1020份；採購和生產管理部門970份），有效樣本回收共296份，而人力資源部門及採購與生產管理部門皆回收總計90間公司，扣除無效問卷之有效配對為75間。其中，人力資源的回收率為15.69%，而採購或生產管理部門之回收率為14.02%。問卷資料利用相關的統計分析，包括：集群分析、交叉分析、卡方檢定、單因子及多因子變異數分析、複迴歸及層級迴歸等，以驗證本研究所提出之假設。

研究結果顯示：（1）採用「成本領導策略」的企業較傾向採用「降低成本型」的人力資源策略；而採用「差異化策略」的企業較傾向採用「最大承諾型」的人力資源策略。（2）採用「成本領導策略」的企業並未傾向採用「卓越營運型」的策略；而採用「差異化策略」的企業並未傾向採用「接近顧客型」的供應鏈策略。（3）採用「卓越營運型」之供應鏈策略的企業較傾向採用「降低成本型」的人力資源策略；而採用「接近顧客型」之供應鏈策略的企業較傾向採用「最大承諾型」的人力資源策略。（4）採用「成本領導策略」的企業並未重視「供給導向的過程能力」之供應鏈能力；而採用「差異化策略」的企業並未重視「需求導向的附加價值能力」之供應鏈能力。（5）採用「卓越營運型」之供應鏈策略的企業較重視「供給導向的過程能力」之供應鏈能力；而採用「接近顧客型」之供應鏈策略的企業較重視「需求導向的附加價值能力」之供應鏈能力。（6）當組織重視「供給導向的過程能力」之供應鏈能力，則傾向採用「降低成本型」的人力資源策略；當組織較重視「需求導向的附加價值能力」之供應鏈能力，則傾向採用「最大承諾型」的人力資源策略。（7）供應鏈策略及其相關變數之配適關係對供應鏈績效有顯著的影響。「競爭策略與供應鏈策略」和「供應鏈策略與供應鏈能力」等適當的配適關係能有效提升供應鏈績效。然而「供應鏈策略與人力資源策略」的配適關係對於供應鏈績效的影響並未發現（8）供應鏈能力及其相關變數之配適關係對供應鏈績效有顯著的影響。「競爭策略與供應鏈能力」和「供應鏈能力與人力資源策略」等適當的配適關係能有效提升供應鏈績效。（9）競爭策略及其相關變數之配適關係對組織績效有顯著的影響。研究發現「競爭策略與供應鏈策略」、「競爭策略與人力資源策略」和「競爭策略與供應鏈能力」等適當的配適關係能有效提升組織績效。

本研究的主要貢獻在於，第一、本研究為少數同時探討影響供應鏈策略及其效益之相關因素研究。在研究設計上，以供應鏈策略為主軸，並納入最高層級的競爭策略，及其與策略執行相關的人力資源策略和供應鏈能力。第二、本研究亦為少數同時以供應鏈績效和組織績效來探討變數間的配適與績效的關係研究。第三、於策略性人力資源領域中，本研究為少數同時探討人力資源策略與競爭策略、供應鏈策略和供應鏈能力之關係研究。

The relationships between supply chain management and its corresponding variables are the focus in this research. Furthermore, this study tries to explore the interaction between supply chain management and those corresponding variables on both the effectiveness of supply chain and whole organization. The main variables employed at this study include, competitive strategy, supply chain strategy, human resource strategy and supply chain capability. Human resource managers and purchasing or manufactory managers are the informants. 1990 questionnaires had been sent out, including 1020 copies to HR managers and 970 copies to purchasing managers. 296 copies were gathered finally. Multivariate statistical analysis, such as cluster, ANOVA, MANOVA, multi-regression and hierarchical regression were adopted to test research hypotheses.

This research found out that（1）Companies which adopting cost-leadership strategy will be more likely to adopt cost-reduction human resource strategy.（2）Companies which adopting excellent operation supply chain strategy will be more likely to assume cost-reduction human resource strategy.（3）Companies which adopting excellent supply chain strategy will put more emphasis on supply-oriented process capability rather than demand-oriented added-value capability.（4）Companies which put more emphasis on supply-
oriented process capability rather than demand-oriented added-value capability will be more likely to adopt cost-reduction human resource strategy. （5）The congruence of supply chain strategy and its corresponding variables ,such as competitive strategy, human resource strategy and supply chain capability, will produce better impact on supply chain performance.（6）The congruence of supply chain capability and its corresponding variables ,such as competitive strategy and human resource strategy, will produce better impact on supply chain performance.（7）The congruence of competitive strategy and its corresponding variables, such as supply chain strategy, human resource strategy and supply chain capability, will produce better impact on organization performance.

The main contribution of this study is that, firstly, we adopt several variables, such as human resource strategy, supply chain strategy and supply chain capability, which are relatively examined in the field of supply chain management.. Secondly, both supply chain and organization performance were employed as the main dependent variables. Finally, the relationships between supply chain strategy and its corresponding variables were investigated. The impact of the fitness between those variables on performance was also examined.

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