由於科技與通訊技術的突飛猛進、全球化競爭的白熱化以及顧客對於產品或服務的低價格、高品質以及客製化的需求，使得企業必須建立競爭優勢來因應；而超越自己的疆界，整合外部資源來共同應變的跨界管理能力已成為現代企業必備的能力之ㄧ。
國內醫療產業在健保局不斷調降健保給付價格的壓力下，仍須維持其醫療品質，確保民眾的健康。醫療院所為因應健保局連年的降低健保給付，要求醫療產業廠商也必須配合降價，對於產品、服務品質諸如準時送貨等物流服務的要求還是一樣嚴謹。
在此高度競爭的醫療產業環境下，醫療院所早已借用外部資源，將清潔、總務類等非醫療核心業務委由外部廠商經營；而醫療產業廠商也把更多諸如報關、進出貨、貨運、倉儲等物流業務外包出去給組織外部的報關行、貨運公司及第三方物流公司。醫療院所及醫療產業廠商都憑藉著跨界的管理能力來與外部組織協同作業，一起營造一個既健康又繁榮的醫療產業生態系統。
本研究以個案的方式呈現出身處在醫療產業中的個案公司如何經由供應鏈管理部門的發展而形成其跨界管理能力。個案公司透過模組化把原本一手包辦的物流活動分階段委外處理；透過協同作業與外包廠商展開合作夥伴關係；後來加入更多的外包廠商包括報關行、貨運公司及第三方物流公司，由單一組織發展成一個以個案公司為主導的商業生態系統。觀察及分析個案公司供應鏈管理部門的發展歷程，歸納出二大結論:
結論一:跨界管理能力是演化而來的
結論二: 跨界管理能力包括三大能力:
模組化能力
協同作業能力
商業生態管理能力

As the rapid pace of science and communication technology, globalization, growing competition and customers’ requirements on the product and service: lower price, higher quality and customization, enterprises are forced to establish a competitive advantage to respond to the situation; the boundary-spanning management ability to cross their own boundaries to integrate the external and internal resources has become one of essential capabilities for a modern enterprise.
Taiwan Bureau of National Health Insurance (BNHI) continues to cut the health insurance reimbursement, hospitals still need to maintain their quality of care to ensure people's health. In response to the continuous health insurance payment cut, hospitals require the healthcare companies to decrease prices, at the same time these companies still have to provide high standard quality of products and logistics services, such as on-time delivery.
In this highly competitive environment of the medical industry, hospitals have leveraged external resources to handle non-medical function such as clean and miscellaneous service; and healthcare companies also outsource more and more logistics services such as customs declaration to customs brokers, products delivery to shipping companies, and order processing and warehousing to the third-party logistics companies (3PL). Hospitals and healthcare companies have created a healthy and prosperous healthcare business eco-system with the boundary-spanning management ability via collaboration with external organizations.
The case study presents how a healthcare company develops its boundary-spanning management ability through the development of its supply chain management department (SCM). At beginning, the SCM handles all logistics function by itself, then outsources logistics activities phase by phase via modularity, and builds up partnership with outside organizations through collaboration. More and more outsourcing vendors such as customs brokers, shipping companies and third-party logistics companies join; as a result, the case company is developed from a single organization to a leading company of a business ecosystem. The research comes out two major conclusions from the observation and analysis on the development of the supply chain management department of the case company and summarizes as follows:
Conclusion 1: boundary-spanning management ability is evolved
Conclusion 2: boundary-spanning management ability is from three major capabilities:
modularity ability
collaboration ability
business ecosystem management ability

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三.網路資源
行政院衛生署中央健康保險局網站
http://www.nhi.gov.tw/
維基百科
http://zh.wikipedia.org/