第五章 結論與建議
5.2 建議
一、雖然物流延遲模式較完全預測模式更能回應市場需求的波動，但是延遲並非 總是免費，可能在某部分節省了成本，但卻增加了其他部分的負擔，Lee
（1996）。物流延遲模式下的中央倉儲建置即是一筆額外的投資成本。因此，
對廠商而言，是否有必要投資此一建置成本，必須再進一步和效益作比較。
本文僅探討一期模型下的效益，後續研究能進一步建構一一般性模型，求得 廠商在彈性帶來的效益以及建置成本的支出下，需要多久的回收期限，以供 廠商建置中央倉儲與否的決策參考。
二、關於延遲效益的衡量指標，國外的研究仍以成本為主，少有其他評估指標，
顯示廠商在實行延遲產品差異化時，仍是較生產導向的思考方向，重視的是 所節省的成本，但這樣並不能完整且精確的評估出延遲策略所產生的效益，
本研究亦是從生產面觀之，此為一大研究缺口。建議未來或許可多發展出顧 客導向的指標，例如可將延遲的附加價值納入考慮。
參考文獻
【中文文獻】
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需求不確定下供應鏈延遲策略最適化之研究
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需求不確定性與到料不確定性對延遲效益之影響
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推遲策略應用在供應鏈管理之實證研究
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動態環境下的延遲決策 — 以標準化、模組化為例
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混合式延遲策略之最適分配量研究
，國立台灣大學商學研 究所碩士論文。6. 劉皇林（1998），
供應鍊延遲理論對存貨影響之探討
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