本研究利用探索性研究訪談在汽車供應鏈中長期互為彼此重要估應商夥伴的企業管理階層主管，探討在汽車供應鏈上如何應用人力資源管理去建立與供應商之夥伴關係，促進組織績效的產生，從傳統的生產管理方面來看，企業供應鏈管理中認為生產線與人力資源管理無相關，無法將HR的專業技用於跨組織的領域範圍，便很少會將供應鏈與人力資源管理融為一談。另一方面人力資源管理的文獻也較少關注供應鏈管理這方面的領域，但企業的動態競爭激烈，人力資源管理已不能像傳統的模式一般被動的點對點進行，透過供應鏈上的夥伴廠商中應該可以透過更多的渠道去探索人力資源管理的實務。

本研究發現如下：(一) 衛星廠主動提案給中心廠採用、(二) 企業之間建立跨團隊研發組織、(三) 透過跨企業競賽增加企業改善動力、(四) 跨企業間共同招募人才、(五) 跨企業間企業參訪。

The study uses exploratory research to interview executives in the automotive supply chain that are important to each other in the automotive supply chain, and exploring how to apply HRM to establish partnerships with suppliers in the automotive supply chain to promote organizational performance. From the perspective of traditional production management, enterprise supply chain management believes that production lines are not related to HRM, and it is impossible to apply HR expertise to cross-organizational areas, and rarely supply chain and HRM is a sneak peek. On the other hand, the literature on HRM is less concerned with the field of supply chain management. However, the dynamic competition of enterprises is fierce, and HRM can no longer be carried out peer-to-peer like the traditional model, through the partner vendors in the supply chain. It should be possible to explore the practice of HRM through more channels.
The research findings are as follows: (1) The satellite factory takes the initiative to propose to the central factory, (2) Establish cross-team research and development organizations between enterprises, and (3) Through cross-enterprise Competitions increase corporate motivation, (4) Cross-enterprise co-recruitment, and (5) Cross-enterprise corporate visits.

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