台灣過去幾十年仰賴代工生產製造商成為重要產業龍頭，而有了「代工王國」的美稱，但是代工生產雖然能夠為這些台灣大廠帶來了可觀的營收，卻未必帶來相對應的利潤，唯有開發新產品或是轉型，也就是成為ODM，才能讓這些工廠提升競爭力。此外，隨著如中國等國家擁有設計能力的勞工其人力成本較低的國家越多，相對於外包OEM策略，購買方外包ODM策略將變得越來越受歡迎。因此可知，轉型為ODM廠對兩方皆是有利的。
本研究探討在擁有一個購買方與兩供應商的供應鏈中，購買方之能力較好的強勢供應商採取不同策略對購買方分配比例與利潤之影響，其中依照強勢供應商的行為分為三種模型，分別是模型一討論購買方之兩個供應商初始皆為OEM，其中強勢供應商擁有較低的生產成本係數與較高的良率以及較低的單位投資成本，弱勢供應商則是擁有較高的生產成本係數與較低的良率以及較高的單位投資成本。模型二與模型三討論強勢的供應商為了增加從購買方得到的分配比例以及利潤，決定嘗試轉型為ODM廠，和購買方進行協同合作並簽訂價格合同或利益共享合同，意即強勢的供應商轉型為ODM廠，弱勢的供應商維持為OEM廠。透過數值分析觀察參數對強勢供應商的分配比例以及各方獲利的變化，本研究發現當強勢供應商轉型為ODM對購買方與兩供應商都可以增加利潤。雖然對購買方而言當強勢供應商轉型為ODM後簽訂價格合同對購買方最好，但是對強勢供應商，價格合同在部分參數變動下不會轉型為ODM，因此對於購買方與強勢供應商而言簽訂利益共享合同才是最佳策略。

In the past few decades, Taiwan has depended on OEM and become the main industry leader, so it has the reputation of becoming "the Kingdom of OEMs." However, while OEMs may give these main Taiwanese manufacturers a significant income, they do not get the corresponding profit. Developing new goods or transforming, that is, being ODMs, is the only way to increase their competitiveness. In addition, as countries like China which have more labors with design capabilities and lower labor costs, compared to outsourcing OEM strategies, the outsourcing ODM strategies has become increasingly common to buyers. Therefore, OEMs transform to ODMs suppliers is beneficial to both parties.

This study explores the impact of different strategies makes by powerful supplier on the buyer's allocation-rate and profit of each supply-chain members in a supply chain with one buyer and two suppliers. There are three types of models based on the behavior of the powerful supplier which are as follows: Model I has two suppliers which are initially OEMs. The powerful supplier has greater ability, while the weak supplier has weaker ability. Model II and III discuss that the powerful supplier transforms into an ODM factory to increase the allocation-rate and profit from the buyer, cooperate with the buyer and sign a price contract or revenue-sharing contract, and weak supplier remain as OEM factory. The numerical analysis reveals that when the powerful supplier transforms to ODM, each supply-chain members can increase profits. Although the best strategy for the buyer is to sign a price contract, for the powerful supplier, it will not transform into an ODM under some parameter changes. Therefore, the best strategy for the buyer and the powerful supplier is to sign the revenue-sharing contract.

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