本研究之目的在於藉由「競合關係」以及「供應鏈績效管理」相關理論，試圖探究在有機農業供應鏈中，企業組成策略聯盟的動機與策略實踐，並討論有機農業供應鏈參與者如何透過不同於以往的價值創造思維與各利害關係人互動，對於學術界，嘗試補足「供應鏈管理與績效」相關研究在「有機農業」實務現象以及「競合關係」理論的缺乏。
本研究將透過質性研究以及運用個案研究法針對台灣有機農業供應鏈進行競合網絡關係的研究，因此，初級資料多來自策略聯盟中各種不同角色定位企業經理人的訪談，並經過資料分析而產出個案發現，在生產端方面，對於有機農業農民來說，若想獲利，則通常必須與企業通路等中間平台合作，將行銷、銷售等功能委託交由這些通路商進行專業分工才得以獲利；在通路端方面，許多通路商都開始協助生產端農民進行技術輔導或知識管理，以求能與生產端保持穩定良好的合作，提供供應鏈下游品質良好的產品；在消費端方面，有機農業的終端消費者「價值導向」的趨勢正在逐漸提升及發酵，這在學校、一般企業以及餐廳之供餐上尤其明顯。
最後，得出理論與實務意涵，作為有機農業供應鏈的協調者，應該使參與策略聯盟的利害關係人共同享有足夠的獲利性，而非以競爭思維去剝削原物料供應商，以培養單一核心技術能力的原物料供應商，避免「機會主義」的發生，並以更創新或先進的研發技術生產更優質的產品，進而使得配銷通路商能夠提供其顧客品質更好的產品以致差異化，如此正向循環才得以使策略聯盟創造更多價值，並使參與其中的企業獲取更多價值。
本研究內容有機農業範圍：葉菜類、根莖類、瓜果類、水果、雜糧、農產加工品

This study draws on theory of co-opetition and supply chain management & performance to delve into the incentives and stategy-as-practice of strategic alliance within an organic agricultural supply chain, and the interactions between stakeholders based on novel mindsets of value creation. We have contributed to literature while building the gap of revevant research of supply chain management & performance involving organic agriculture and co-opetition relationship.
We have focused on the organic agricultural supply chain in Taiwan, carrying out the study of co-opetition network with qualitative and case-study methods. The primary data is derived from inquiries with managers of diverse role within the strategic alliance, serving as the source of our case finding. From the supply side, cooperation with intermediaries such as distrubutors is of the essence while aming for surplus. From the distributing side, distributors tend to assist in technical upgrade and knowledge management to ensure stable cooperation and the resuting quality products in the downstream. From the demand side, the trend of value-oriented consumption is obviously growing.
Our implication has pointed out that orchestrators ought to ensure adequate profitability of each stakeholder within the strategic alliance rather than to exploit row-material suppliers. By doing so, opportunism could be prevented while suppliers retain their own core competence, and thereby produce advanced products. This also facilitates differentiation present in channels. Such positive cycle enables the strategic alliance to create more values, from which its participants benefit.

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