在高度競爭且技術快速演進的高科技製造產業中，新產品導入（New Product Introduction, NPI）已成為企業維持競爭優勢與回應市場需求的重要活動。NPI 專案通常涉及研發、採購、供應鏈、製造與專案管理等多個功能部門，其執行成效不僅取決於技術可行性，也與供應商能力、成本壓力、交期限制與跨部門協作密切相關。
本研究以 H 公司為個案研究對象，聚焦於 NPI 流程中採購（Procurement/Sourcing）與研發（R&D/Engineering）兩項核心職能之協作互動。研究設計以 Stage-Gate 作為流程定位工具，用以辨識協作議題發生於 NPI 的不同階段；資料分析則先進行開放編碼與主題聚合，再從訪談資料中歸納出「技術／組織／外部供應環境」三大分析構面。TOE 文獻僅在構面形成後作為概念比較與結果討論的參照，不作為預設編碼架構或強理論基礎；完整的跨階段矩陣亦於訪談資料完成編碼與比較後形成。
本研究採用質性單一個案研究方法，透過半結構式訪談蒐集資料，並以具 20 年年資之研發資深協理與具 16 年年資之採購資深經理為目的性取樣對象，以呈現技術端與供應／商務端在 NPI 介面上的互補觀點。研究結果顯示，協作痛點主要來自早期資訊未同步、雙方對「可行性」的定義不同，以及設計變更未連動成本、供應與時程之重新評估。據此，本研究提出早期採購諮詢、跨部門共同檢核，以及設計變更與供應風險同步三項改善機制，作為高科技製造業強化 NPI 管理與跨部門決策整合之參考。

In highly competitive and technology-intensive manufacturing industries, New Product Introduction (NPI) has become a critical organizational activity for sustaining competitive advantage and responding to market changes. NPI projects involve multiple functions, including R&D, procurement, supply chain, manufacturing, and project management. The effectiveness of NPI execution depends not only on technical feasibility but also on supplier capability, costpressure, lead-time constraints, and cross-functional collaboration.
This study adopts Company H as a case and focuses on collaboration between Procurement/Sourcing and R&D/Engineering in the NPI process. Stage-Gate is used as a processlocating device to identify where collaboration issues arise. The analysis first applies open coding and thematic aggregation, from which three analytical dimensions—technology, organization, and the external supply environment—are inductively derived from the interview data. TOE literature is consulted only after the dimensions emerge for conceptual comparison and discussion, not as a prior coding framework or strong theoretical foundation. The cross-stage matrices are likewise developed after interview coding and cross-role comparison.
Using a qualitative single-case study approach, this study conducts semi-structured interviews with a senior R&D executive with 20 years of experience and a senior procurement manager with 16 years of experience. Purposive sampling captures complementary views from the technical and supply/commercial sides of the NPI interface. The findings indicate that major collaboration challenges stem from incomplete early-stage information, different definitions of feasibility, and the failure of design changes to trigger integrated reassessments of cost, supply, and schedule. The study therefore proposes early procurement consultation, cross-functional gate criteria, and a synchronized design-change and supply-risk review mechanism.

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