隨著全球高科技產業進入微利化與高度波動的時代，傳統以數量平衡為核心的產銷協調（S&OP）機制已難以應對快速變化的市場需求。本研究旨在探討高科技製造業如何透過數位轉型，優化整合性供應鏈計劃流程。本研究採行質性個案研究法，以全球 LED 領導廠商「S 光電」導入「C 公司」之產銷協同平台為實證對象，深入剖析其轉型歷程與管理成效。
研究發現，LED 產業因產品規格非等質性（Binning）與製程複雜度高，常面臨資訊孤島與長鞭效應之挑戰。本研究架構了 ASIS (Agile, Synchrony, Insight System) 理論框架：首先，透過 Synchrony（同步性） 整合 SAP 與 MES 數據，建立單一事實來源，消弭產銷語言隔閡；其次，利用 Agile（敏捷性） 的記憶體內運算（In-Memory Computing）技術，將產銷模擬週期從「天」縮短至「分鐘」級別，賦予組織即時進行多情境（What-if）模擬的動態能力；最後，藉由 Insight（洞察力） 將財務指標與利潤分析融入營運計畫，引導企業決策從單純的「數量管理」晉升為「利潤導向」的整合營運計劃（IBP）。
實證結果顯示，ASIS 框架能有效強化供應鏈韌性，並重塑組織協作信任。本研究之成果不僅優化了個案公司之決策效能，更為面臨數位轉型挑戰之製造業提供了一套具備普適性與技術深度的數位韌性範式。

As the global high-tech industry enters an era of low profit margins and high volatility, the traditional Sales and Operations Planning (S&OP) mechanism, which focuses primarily on volume balancing, struggles to cope with rapidly changing market demands. This research aims to explore how high-tech manufacturing can optimize integrated supply chain planning processes through digital transformation. Adopting a qualitative case study methodology, this study examines the implementation of an integrated planning platform at "S Optoelectronics" a global LED leader, by "C Company," analyzing the transformation journey and its managerial effectiveness.
The study reveals that the LED industry faces significant challenges from information silos and the bullwhip effect due to non-homogeneous product specifications (Binning) and high process complexity. To address these, this research constructs the ASIS (Agile, Synchrony, Insight System) theoretical framework. First, Synchrony integrates SAP and MES data to establish a "single version of truth," eliminating linguistic barriers between sales and production. Second, Agility is achieved through In-Memory Computing technology, shortening planning cycles from days to minutes and empowering the organization with dynamic "What-if" scenario simulation capabilities. Finally, Insight incorporates financial metrics and profit analysis into operational plans, shifting corporate decision-making from volume-driven management to profit-oriented Integrated Business Planning (IBP).
Empirical results demonstrate that the ASIS framework effectively strengthens supply chain resilience and reshapes organizational collaboration and trust. The findings of this study not only optimize the decision-making performance of the case company but also provide a universal and technically rigorous digital resilience paradigm for manufacturing industries facing digital transformation challenges.

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