全球化市場的快速成長與變遷，產品生命週期的縮短，企業間不再只是傳統的買賣關係，而是緊密的上下游合作夥伴協同關係，分享資訊並建立共同願景，以達成供應鏈整體均贏的綜效。如何透過供應鏈運作機制，提升回應能力，讓供應商、製造商與客戶間可共同達到降低庫存與運送成本，並提昇顧客的服務水準等目的，成為供應鏈上下游最重要的課題。
位於供應鏈中游的EMS廠為承諾給世界級大廠所有訂單皆能準 時交貨且維持高服務水準，紛紛導入供應鏈之協調規劃、預測及補貨概念及供應商管理存貨機制。
本研究採單一個案研究方法，選取位在供應鏈上游的零組件供應商，服務的客戶即是上述的EMS廠，在面對EMS廠相繼導入VMI存貨管理模式，探討如何選擇部分的重要客戶導入VMI，並分析對經營績效的影響。研究結果發現為建立長期合作關係，對營收貢獻大的客戶，供應商願意配合客戶經營策略而改變存貨管理模式，也贏得客戶的肯定而回饋在實際的營收上；依不同的存貨類別擬定適當的管理策略，只導入標準品存放至VMI Hub，因出貨量的大幅提昇，降低出貨的次數，不僅可以滿足客戶取貨的需求，在內部也達到降低物流成本的目的；另一方面，每一個客戶都有其指定的第三方物流公司及存放的VMI Hub，對此供應商而言，面對不同的客戶設置不同的VMI Hub，存貨的控管、物流管理成本，服務水準如何同時兼具，是對供應商的一大考驗。

Because of fast-growing / changing global market and shorter product lifetime, the relationships between corporations evolve into closer supply chain partnerships, which provide win-win synergy for all members in supply chain with open information & common vision, from traditional buyers and sellers. The most important issue of supply chain is to improve customer service quality with lower inventory / delivery cost of suppliers, makers, and customers through operation system & quick response.
EMS makers, located in midstream of supply chain, successively adopt CPFR & VMI of supply chain to keep prompt delivery and high quality service commitments to worldwide famous customers.
This research chooses a specific components supplier, whose customers are the above EMS makers, as the research object to discuss how this object select some VIP customers for VMI adoption and analyze its impact on performance in case VMI become a mainstream among EMS makers. It is found the research object is willing to change inventory management model in compliance with VIP customers (with bigger sales revenue) business strategy to build up long-term cooperation relationship. Of course, customers are quite satisfied with this change and contribute better sales revenue as feedback. With various management strategies for different type inventory, this component supplier only adopts VMI Hub to standard products. With bigger shipping quantity and fewer shipments, it accomplishes not only customer demand satisfaction but also internal logistic cost reduction. Besides, each customer gets used to work with specific third-party logistic company with VMI Hub. For this supplier, it is a big challenge to set up various VMI Hubs for different customers and keep good inventory control, logistic management cost, as well as service quality.

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