台灣醫療器材市場的競爭十分激烈，醫療器材的市場資訊也相當發達與透明。市場競爭的挑戰除了來自自企業本身的產品、競爭者及對手的產品外，需藉由不斷的開發代理最先進、最新的產品，來保持企業的競爭優勢，並追求營利成長。對於代理商來說，代理產品的原廠、供應商及下游經銷商都有可能成為新的競爭者。企業要能運用資訊科技所帶來優勢，不斷的優化及開發新的商業模式，藉以在眾多競爭者的市場中，保持企業的獲利能力，以達成永續的經營與發展。
T公司為專業進口國外醫療設備器材之代理商，主要以代理多品牌醫療產品，並提供差異化的服務為其核心競爭力。T公司經營至今十餘年，在發展中期，導入企業資源規劃 (Enterprise Resource Planning, ERP)系統，初期的ERP系統作為輸出損益表及資產負債表⋯等財務報表為主，用以了解公司之營運狀況與細節。但因銷售產品、耗材和售後服務的零件、維修、保養的品項及數量越來越複雜，使得內勤資訊的處理上壓力變大，往往造成時效性、資訊記錄不完整，進而導致管理階層獲得的資訊失真。基於這樣的情況，本研究希望透過商業模式方法，將 ERP系統中的供應商、客戶、售後服務及庫存資料，以Microsoft Excel應用軟體進行資料整理，幫助T公司提升更有發展力的績效。
T公司以代理國外醫療器材設備取得市場上的競爭優勢，其中售後服務之零件、備料和器材這些往往會影響維修的成本。本研究的期望：(1) 透過ERP系統，準確預測庫存安全採購量，提升醫療器材的庫存及減少產品短缺；(2) 分析銷售產品收入及維修服務收入，提升醫療器材產品的績效及瞭解；(3) 檢驗年度財務報表分析，用以驗證商業模式。利用ERP系統藉以讓T公司參考未來營運的方向及策略。商業模式的運用，能有效的提升T公司的庫存，並且達成訂定目標。

The medical equipment market is extremely competitive in Taiwan today and the market is also well developed and transparent. The challenge from market competitions is not only the products and the company itself, but also the products of competitors and competitors. By continuously developing the most advanced and latest products, it maintains the competitive advantage and pursue profitable growth. For agents, the original manufacturers, suppliers and downstream distributors may all become new competitors. Enterprises should be able to use the advantages brought by information technology to continuously optimize and develop new business models, to maximize the profit of the business in the market to achieve sustainable operation and development.
T Company is an agent that specializes in importing foreign medical consumables and medical devices. It mainly deals with multi-brand medical products and provides differentiated services as its core competence. T company has established for more than ten years. Halfway through the company’s development, the enterprise resource planning (Enterprise Resource Planning, ERP) system was introduced. The initial ERP system was mainly used for profit and loss statement and balance sheet and other financial statements, which were used to understand the company’s operating details. However, due to the increasing complexity of product lines, consumables and after-sales service, repair and maintenance parts, and the number of items, the data and information handled by back end office has drastically increased. It often results in poor timeliness and incomplete information records, which has affected the qualities of information submitted to management. Based on this situation, this research hopes to use the business model method to integrate the suppliers, customers, after-sales services and inventory resources in the ERP system with Microsoft Excel application software to help improve the company's performance measurement and development.
The case company gained competitive advantages in the market by focusing on distributing imported medical devices and consumables. The inventory of medical devices, consumables and service spare parts often affect the cost of services. The expectations of this research: (1) Enhance the ERP system, accurately predict the safety stock and efficiently improve the of the inventory of medical equipment and reduce product shortage; (2) Analyze the income from sales of products and after sales services, and improve the performance and understanding of medical equipment products; (3) Review and analyze the fiscal financial statements to verify business models. By utilizing the ERP system with information technology software, it allows T company to alter and adjust the direction and strategy. The application of the business model can effectively improve T company's inventory and achieve the set performance targets.

論文審定書 i
誌 謝 ii
摘 要 iii
Abstract iv
目錄 vi
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍與限制 2
第二章 文獻探討 4
第一節 商業模式 4
第二節 策略定位 6
第三節 五力分析 9
第四節 企業資源規劃 (ERP) 11
第三章 研究方法 14
第一節 設計科學研究方法 14
第二節 研究流程 16
第四章 設計與發展解決方案 18
第一節 商業模式－設計與發展 18
第二節 T公司ERP系統－資料的取得 18
第三節 Microsoft Excel－資料的彙整、分析及應用 19
第五章 展示與評估解決方案 21
第一節 提案：T公司的產業 21
第二節 T公司介紹 21
第三節 採購的評估與預測 24
第四節 損益表營業額比較 27
第五節 庫存管理的績效 28
第六章 結論與建議 30
第一節 成果 30
第二節 研究貢獻 31
第三節 建議 31
參考文獻 32

一、 中文文獻
吳仁和（2020）。資訊管理：企業創新與價值創造。台北市：智勝文化。
麥可‧波特 (Michael Porter)（1996）。《策略是什麼？》哈佛商業評論 (Harvard Business Review)

二、 英文文獻
M.E. Porter. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. N.Y.: Free Press.
Osterwalder, A., and Pigneur, Y. (2010). Business Model Generation, John Wiley & Sons: Hoboken. New Jersey, 2010.
Peffers, et al. (2007). Design Science Research Methodology, DSRM.

三、 網路資料
智庫百科。ERP企業資源計畫。取自https://wiki.mbalib.com/zh-tw/ERP
Excel簡介。取自http://www.chwa.com.tw/TResource/HS/book1/ch4/ch4-4-1.htm
中華民國內政部統計處。取自https://www.moi.gov.tw/stat/
陳世顯（2013年11月4日）。經營醫療器材事業法規須知。iKnow科技產業資訊室。取自https://iknow.stpi.narl.org.tw/post/Read.aspx?PostID=8955