供應鏈廠商之策略規劃：以化妝品原料供應商為例

Strategic Planning of a Supply Chain Company: Case study of a Cosmetic Raw Materials Supplier

10.6285/MIC.201809_7(2).0001

柯亞先(Ya-Hsien Ko)；高偉力(Wei-Li Kao)；林能蕾(Neng-Lei Lin)

供應鏈廠商 ； 策略規劃 ； 化妝品原料供應商 ； 工業4.0 ； 綠色供應鏈 ； Supply Chain Company ； Strategic Planning ； Cosmetic Raw Material Supplier

管理資訊計算

7卷2期（2018 / 09 / 01）

1 - 19

繁體中文

本研究是以百貿股份有限公司（以下簡稱：百貿）為例，探討化妝品原料供應商之策略規劃。自2006年起百貿成為BASF的經銷商，並在短短10年間躍升為台灣最大的化妝品原料供應商之一，是極為成功的個案。因此本研究針對百貿之策略規劃做深入探討，審視其願景、使命、目標、價值觀，探索其內在與外在環境之SWOT分析、主策略及供應鏈策略後，針對STP與行銷組合4P策略做詳細探究，結果發現：百貿雖為化妝品原料供應商，卻有極為強大的團隊及實驗室從事化妝品的產品研發，再結合獨樹一幟的推廣策略，成為非常獨特的商業模式。本研究最後對於百貿未來發展提出建議；此一研究成果可做為供應鏈廠商策略規劃之參考。

This study explored the strategic planning of a cosmetic raw material supplier, the P-more Trading Company Limited (P-more in short), as a model case. P-more has become a BASF dealer since 2006. In mere ten years, it achieved the status as one of the largest cosmetic raw material suppliers in Taiwan, which was recognized as an extremely successful case. Hence, this study explored deep into the strategic planning of P-more: evaluate its vison, mission, goals, and value statement, investigate its internal and external environment and analyze SWOT. Examine its supply chain strategy in line with its main strategy, and then thoroughly investigate the combined STP and marketing strategy, which led to the conclusion of success factors for P-more: in addition to efficiently supply cosmetic materials, the company have very strong team work with advanced laboratories devoted for cosmetic product research and development which creates a very unique business model. In this paper, we also provided suggestions for future development of P-more. The study results may be leveraged for strategic planning of a supply chain company.

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