隨著速度競爭與全球化的趨勢，有效率的管理供應鏈之間的整合會是使企業快速且平穩成長的有效方式，利用長期合作的夥伴關係可以促使供應鏈管理發揮最好的表現方式，其中，協調是促使供應鏈中的兩端可以長期合作最為重要的一項因素。在過去供應鏈協調的相關研究中，大都是以最大化供應鏈的利潤為研究目標，強調的是提升整體供應鏈的表現，忽略了供應鏈中的個別成員也應同時有所獲得，成員間的協調才具意義。此外在過去的文獻中，可以發現多個供應商對於買方有降低供給時不確定性的風險、減少持有成本等好處，但對於有關多供應商的相關文獻大都以探討存貨為研究方向，因此，本研究期望藉由擁有多供應商的優勢，建構出單一買方與多供應商的研究架構，並融入協調的概念作為本研究主軸，期望藉由協調的概念，同時考量供應鏈中成員相互間的想法，利用數量折扣的協調方式促使整體供應鏈的利潤表現有所提升，並且對於供應鏈中的各個成員的利潤也有所獲得。在研究中針對協調前、協調時以及協調後買方與供應商雙方的想法作一完整描述與模式建構，之後對於協調前後利潤的提升與獲得在買方與供應商之間作一合理的配置。
從研究中發現利用數量折扣的協調方式在買方與供應商之間做協調比兩者之間未經協調整體供應鏈能有更加的利潤表現，同時買方與供應商的利潤也能有更多的獲得，可見利用數量折扣的方式誘使買方增加訂購數量對於買方供應商以及整體供應鏈的利潤是有所助益。從成本分析的研究中，可以發現利潤的成長在買方方面是由於購買成本的降低促使利潤能有大幅的提升，在供應商方面則是因為訂購數量的增加降低固定成本的支出，因此促使利潤能有所成長。從管理的層面表示買方應該在購買數量上作一適切的調整以降低不必要的成本負擔，就供應商而言則是應該提升每次固定成本的運作數量，以降低固定成本所帶來的負擔。

This paper develops a model for illustrating how to use quantity discount policy to achieve supply chain coordination. A single buyer and multiple suppliers with two-period selling system is presented. In the past, most research about supply chain coordination emphasized on maximizing profits of supply chain but ignoring the profit achievement of members in supply chain. A suitable coordination mechanism should enhance profitability not only for the buyer but also for the suppliers. In this study, we look for a way to increase the profit of supply chain and raise the profit of members in supply chain at the same time by way of quantity discount policy. We first show that enhancing individual profit is not beneficial for the profit of supply chain, and discuss the acceptable quantity discount condition for both the buyer and the suppliers. We then determine the appreciate order quantity for each supplier in order to make the supply chain performs better. Furthermore, we fairly determine the profitability allocation between the buyer and the suppliers. The study shows that the profit performance for coordination is better than for non-coordination between buyer and suppliers. Finally, the results of the numerical application shows that the buyer should focus on managing the procurement cost to decrease the affording cost and the suppliers should emphasize on the fixed cost of management to reduce the consumption in machine operation.

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