我們探索供應商在全球供應鏈的演變中，如何選擇產品的自有品牌商業 模式、代工業務(OEM) 商業模式、或品牌和OEM 的雙元商業模式。我們 長期研究一個電子供應商個案對不同產品的模式選擇，這些選擇定義了供應 商與品牌通路商和OEM 買主的活動疆界。我們根據組織疆界的能耐及權力 要素，決定一個模式選擇的觀念性框架。這個框架運用代表供應商產品專屬 資源的技術暨行銷能力，以及代表市場環境變化的產品生命週期。建議的商 業模式種類有：以強烈行銷活動來控制市場的主導性品牌模式、以適當活動 以增強產品能耐的實驗性品牌模式、專案技術服務的OEM 模式、以及為擴 張市場範疇的不同種類的雙元模式。對於每種模式也考慮供應商為了增加產 品的效率或適應性，會對品牌通路商及OEM 買主，實施不同強度市場活動 的跨公司行銷能力，並進而影響通路商及OEM 買主有效服務客戶，以極大 化產品利潤。本論文的主要貢獻於有關於供應商如何能有效選擇品牌和OEM 的商業模式文獻。

We explore how product suppliers effectively choose brand, original equipment manufacturing (OEM), or brand-and-OEM dual business models (BMs) for products in evolving global supply chains. We conduct a longitudinal case study examining an electronics supplier’s BM choices for various products. These choices define suppliers’ activity boundaries with brand channel resellers and OEM buyers. We determine a conceptual framework of BM choice based on competence and power factors indicated in the organizational boundaries and theories. This framework encompasses focal products’ technological and marketing capabilities, representing suppliers’ product-specific resources; and products’ position in the product life cycle, representing markets’ environmental dynamism. Proposed BM types are: dominant brand BMs with significant marketing activities aimed at controlling markets, experimental brand BMs with modest marketing activities aimed at competence enhancement, subcontracted OEM BMs for project-based technological services, and different types of dual BM for expanding market coverage. Each BM also takes into account suppliers’ interfirm marketing power over channel resellers and OEM buyers by defining varying amounts of marketing activities for enhancing product efficiency and adaptability. These activities influence resellers and buyers, who then efficiently serve users and therefore maximize product profit. We add insight to the BM literature on how suppliers effectively choose brand and OEM BMs.