產業電子化為一重要的實務課題。產業界也致力於不同程度或心力，進行產業電 子化。然而，其成效常因不同企業、不同範圍、或層次與深度的不同而有實質上的差 異，惟皆被說成電子化，且各自表述。如此的現沉對於全域合作而言，尤其是面對龐 大複雜、強調即時協同的供應體系與瞬息萬變的消費市場下，實難達到產業電子化的 真正功效與全臝局面。 如果產業電子化可從流程的角度來看，那麼試從流程來要求電子化的實作，以及 要求產業夥伴達到電子化共同境界應是合適。因此本研究應用CMMI的精神與架構， 建立產業電子化能力成熟度整合模式架構（EB-CMMI)，用來判斷組織進行產業電子 化的程度，使組織能有所依循，並於供應鏈環境下用來規範產業合作夥伴之電子化內 容以達共同境界。本研究以藥妝業為例，並藉由兩個案來說明eb-cmmi在藥妝產業 的實際運用。

Electronic business (EB) has been one popular buss term, businesses and organizations have been working on establishing their EB environment. As a result, ad-hoc EB implementations conducted by organizations have different levels and scopes, but they are all regarded as e-business achievement. Yet such ad-hoc and individual EB implementations may not contribute a global winning situation if there are (l)no unified requirement standard about what to implement and (2)no status in common among business partners regarding where to achieve. To address and resolve the above issue, this research develops EB-CMMI, a process-oriented model based on the concept of capability and maturity. The model is expected to not only act as a reference model for organizations who want to implement their e-business environment; but also provide a communication protocol as players and partners in supply chains to establish a profound and win-win e-business collaboration environment. Illustrative examples in the cosmetic and drug industry are supplied in this article. The EB related topics and core activities for that industry are established and two business cases are appraised in order to demonstrate the use of the proposed model. An analysis is provided in order to examine the validity of the concept of the proposed model.