受惠於健康意識抬頭及運動風氣盛行，全球鞋類消費市場近年來以運動鞋增長幅度約7-9%表現較佳；2016年全球運動鞋產值突破千億美元規模，預期2019年市場規模將進一步提升至1425億美元，年複合成長率超過9%。2018年因俄羅斯世足賽舉行，加上品牌鞋廠庫存調整完成，預估未來全球運動鞋產業發展，可望帶動國內相關供應鏈表現。

製鞋業係屬勞力密集產業，雖然機器已廣泛被使用於製鞋流程，但仍有許多工序無法完全以自動化設備取代，仍極需仰賴人工完成，因此勞動力的豐沛與否與人力成本，往往是製鞋廠商投資設廠最先決考量的條件。本研究個案公司是一家運動鞋製造商，主要客戶為NIKE，透過在中國大陸、越南、印尼及印度設廠，滿足客戶不同的需求，並能分散政治、經濟、匯率等區域性風險，是公司在製造生產上的一大競爭優勢。本研究將透過蒐集個案公司的相關資料，了解公司如何從NIKE的供應鏈管理流程，提供客户所需的價值要素，並將此要素加入到服務及設計流程中，進而增加企業的品牌價值。

Thanks to the rise of health awareness and the prevailing sporting trend, the global footwear consumption market has achieved a better performance of about 7-9% in the growth of sports shoes in recent years. In 2016, the global sneaker output value exceeded 100 billion US dollars, and it is expected that the market size will be 2019. It further increased to 142.5 billion U.S. dollars, and the annual composite growth rate exceeded 9%. In 2018, due to the World Cup in Russia, together with the inventory adjustment of the branded shoe factories, it is estimated that the global sports shoe industry will develop, which is expected to drive the performance of related domestic supply chains.

The footwear industry is a strong industry. Although machines have been widely used in shoemaking processes, there are still many processes that cannot be completely replaced by automation equipment. They still need to be completed manually. Therefore, the abundance of power and labor costs are often It is a prerequisite for the shoe manufacturers to invest in factories. The case study company is a sports shoe manufacturer. Its main customer is NIKE. It sets up factories in mainland China, Vietnam, Indonesia and India to meet customers' different needs and disperse political, economic, and exchange rate regional risks. A major competitive advantage in manufacturing. This study explores how NIKE used supply chain management to examine the value elements that Winterthur can provide to its customers, and to add this element to services and design processes to increase the company’s brand value.

1. 李吉仁，2010，營運創新各有千秋，哈佛商業評論，全球繁體中文版。
2. 林南宏，何慶煌，2007，創業精神與經濟指標的關聯性研究， 創業管理研究， 第二卷，第四期，pp. 113-142.。
3. 陳家聲，吳奕慧，2007， 華人創業家心理與行為特質之初探，創業管理研究，第二卷，第一期，pp. 1-30.。
4. 蔡明田，謝煒頻，李國瑋，許東讚，2008，創業精神與創業績效之關聯性探討：創業動機、能力與人格特質的整合性觀點，創業管理研究，第三卷，第三期，pp. 29-65。
5. 馬克‧強森，克雷頓‧克裡斯生，孔瀚寧，2008，商業模式再創新，哈佛商業評論，全球繁體中文版。
6. 吳修廉，「運動休閒產業概覽」，群益投顧，2018年
7. Leo，「運動風潮興起 製鞋業面面觀」，股感知識庫，2018

1. Andrew, P. James, and Sirkin, L. Harold (2003), “Innovation for cash”, Harvard Business Review, Vol. 81, No9, pp. 76-83.
2. Anthony, Scott, Eyring, Mat and Gibson, Lib (2006), “Mapping Your Innovation Strategy”, Harvard Business Review, Vol. 86, No5, pp. 104-113.
3. Bansi Nagji and Geoff Tuff,＂Managing Your Innovation Portfolio”, Harvard Business Review, May, 2012.
4. Collis, David J. (1991), “A resource-based analysis of global competition: The case of the bearings industry”, Strategic Management Journal, Vol. 12, pp. 49-68.
5. Drucker, F. Peter (2002), “The Discipline of Innovation”, Harvard Business Review, Vol.80, No8, pp. 95-103.
6. Gary, P. Pisano (2015), “You Need an Innovation Strategy”, Harvard Business Review, Vol. 93, No6, pp. 44-54.
7. Greg Satell,＂4 Ways Leaders Can Get More from Their Company’s Innovation Efforts”, Harvard Business Review, Nov., 2017
8. Hamel, Gary (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review, Vol.84, No2, pp. 72-84.
9. Hammer, Michael (2004), “Deep Change: How Operational Innovation Can Transform Your Company”, Harvard Business Review, Vol.82, No3, pp. 87.
10. Leonard-Barton, Dorothy (1992), “Core capabilities and core rigidities: A paradox in managing new product development,” Strategic Management Journal, Vol. 13, pp. 111-125.
11. Lencioni, M.Patrick (2002), “Make Your Values Mean Something”, Harvard Business Review, Vol.80, No7, pp. 113-117.
12. Prahalad, C.K. and Hamel, G.(1990), “The core competence of the corporation”, Harvard Business Review, May-June, pp. 79-91.
13. Ron and Gardner (2006), “Match Your Innovation Strategy to Your Innovation Ecosystem”, Harvard Business Review, Vol. 84, No4, pp.101.
14. Markides, C. (1999), “The challenge of strategic innovation”, Leader to Leader, pp. 39-50.
15. Moore, A. Geoffrey (2004), “Darwin and the Demon: Innovating within Established Enterprises”, Harvard Business Review, Vol.82, pp.86-92.
16. Thomke, Stefan and Hippel, Von, Eric (2002), “Customers as Innovators: A New Way to Create Value”, Harvard Business Review, Vol.80, No4, pp.76.