工業自動化在整個全球化的環境中，一方面需要降低生產成本，提高整體利潤，另一方面，更需要進行全球化佈局以因應持續升高的競爭壓力。經銷商在整個銷售通路是很重要的資源，是影響製造商行銷績效及企業獲利與否的一個重要因素。但是除了業務單位會直接接觸經銷商外，經銷商管理制度容易被忽略，後端的支援便會因此而中斷或分配不公。時有所聞的互相削價競爭，使得利潤下降。所以經銷商管理制度需要被重視並加以改造，才能使經銷商成為企業的延伸。
本研究以一家外商知名工業自動化業者為案例，目的在深入探討個案公司的經銷商組織的再造。研究者透過訪談及問卷調查現有的經銷商，了解個案公司經銷商對於經銷商管理系統功能的需求，透過經銷商管理系統功能的落實和升級吸引經銷商使用系統，藉以取得經銷商的銷售資訊並加以分析，以擬定銷售策略，且可降低互相削價競爭。另一方面將限制理論整合到經銷商管理制度中，藉此建立起健全、公正且制度化的經銷商管理制度。並輔以經銷商管理系統來做經銷商的績效評核。經銷商管理再造的目標是強化兩邊的依賴關係及加強經銷商的依從，貫徹個案公司的銷售策略，以建立雙贏的夥伴關係。

Industry automation manufacturing sector in the global environments needs to reduce production costs to improve overall profits and to enhance overall competitiveness through global deployment. Affecting the marketing performance and business profits, the partner are important resources in sales channels for manufacturers. However, other than the sales forces have direct contacts with partners, the partner system is often ignored and excluded from the company’s annual targets, and as a result the back-end support is also interrupted. A price war because unfair resources of distribution between partners. It reduced profit.
The partner management system has to be refocused and reengineered so that distributors can be manufacturers’ business extensions. A leading automation solution provider taken as the case company of which the partner organization reengineering is investigated in this research. The researcher interviewed and surveyed the existing partners of the case company to understand their information and function needs for partner management system (SI-Partner). SI-Partner will be implemented and upgraded to attract partners to use the system, so that partners’ sales information can be obtained and analyzed to develop marketing and production strategies.
Moreover, Theory of Constraint is incorporated into the partner management to establish a sound, fair and institutionalized partner management practices, supported by SI-Partner so that partner's performance appraisal can be improved. The goal of partner management reengineering is to strengthen the interdependence between the case company and its distributors, and to enhance partner compliance, so the case company’s sales strategy can be implemented and to achieve a win-win partnership.

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