本研究以中華郵政為主要個案，探討其在萬國郵政聯盟制度約束與商業快遞競爭加劇下，從「通路代收模式」邁向「品牌夥伴模式」之轉型可能與條件。現行通路代收模式善用綿密郵局網絡協助 FedEx、DHL 等業者收件，但在品牌主體性、顧客關係掌握與高階物流能力累積方面，仍存在結構性限制。
本研究結合多個案研究、次級資料分析與深度訪談，建構「國際郵件制度限制—商業貨件轉型需求—角色定位選擇—競爭優勢結果」之分析架構。除中華郵政外，並選取新加坡郵政、韓國郵政與日本郵政為標竿個案，比較通路代收與品牌夥伴兩種模式在品牌資產、顧客關係主導權、風險與成本分擔及營運配置等面向之差異。研究結果指出，通路代收模式可在有限資本下快速拓展產品線並活化郵局網絡，卻難以累積郵政自有品牌與能力；品牌夥伴模式則透過自有或聯名品牌鎖定中高階商業貨件，強化郵政在價值鏈中的主體性與學習效果，但需承擔較高系統投資與服務風險。本研究建議中華郵政採分階段策略，在維持既有郵政與代收服務基礎上，針對特定路線與客群試行品牌夥伴型商業貨件產品，逐步強化電子通關資訊、完稅後交貨(DDP)與B2B顧客關係管理能力，以由「通路節點」邁向「共同服務提供者」，重塑國際郵務之長期競爭優勢。

This study investigates Chunghwa Post’s transition from a “collection channel model” to a “brand partnership model” under Universal Postal Union constraints and growing competition from international express carriers. The current collection channel model leverages post office outlets to accept shipments for operators such as FedEx and DHL, expanding services with limited investment but restricting the development of Chunghwa Post’s own brand, direct customer relationships, and higher‑value logistics capabilities.
Using a multiple‑case study approach that combines secondary data and in‑depth interviews, the study compares Chunghwa Post with Singapore Post, Korea Post, and Japan Post to examine how the two models differ in brand equity, customer relationship control, risk and cost sharing, and operational setup. The findings show that while the collection channel model offers short‑term flexibility, the brand partnership model—through proprietary or co‑branded services targeting mid‑ to high‑value shipments—enhances strategic autonomy and capability building, albeit with higher system and operational costs. The study therefore recommends a phased transition in which Chunghwa Post pilots brand partnership solutions on selected routes, while strengthening electronic customs data, Delivered Duty Paid (DDP) services, and B2B customer relationship management to move from a “channel node” toward a “co‑service provider” in international postal services.

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