環境的快速變化與全球化的競爭，供應鏈的整合需非常的緊密與重要。從供應商、製造商及顧客的互動比以彺更加頻繁，製造商整合供應商的資源成為管理的重要因素。所以供應商的績效衡量與管理，能為整體供應鏈提供最佳的效益。由文獻彙整供應商評估指標的屬性，確切考慮每一個供應商所提供的合理的價格、品質的管理、交貨的表現與服務回應等，作為供應商評估準則。結合AHP 分析層級法與VPI供應商績效衡量模式，以建構本研究供應商評估模式，探討供應商的績效與個案的實證應用。AHP 分析層級法能合理界定準則的權重，而VPI供應商績效衡量模式能依據準則的基準，直接作供應商的績效衡量，準則之間的單位可不需轉換為相同的單位，就能直接地作績效計算。VPI 供應商績效模式能依據準則，作詳細的分析以瞭解供應商之間的優劣之處，以作為評估人員要求供應商，強化優點改善缺點的依據。且依據績效衡量結果，作採購比率的調整，使企業對於採購策略作最佳化的因應。本研究建構的評估模式，其為一個於實務上方便易用的衡量模式，可依據不同領域，適當修訂準則與權重，作客觀性的績效衡量。 Dramatically changeable environment and global competition facilitate close integration of supply chain. Interaction of suppliers, manufacturers and customers are more frequent than before. It is important factor for manufacturers to integrate the resource of suppliers, therefore, the evaluating and managing performance of suppliers could bring the best profit to supply chain. Consider every attributes and weight of the criterion including many dimensions with quality, delivery, price and service etc. according to literature review, and incorporate VPI model and AHP to explore performance of suppliers, together with application on actual operation. The AHP is a useful tool objectively defining the weight of criteria, and the VPI model could directly evaluate performance of suppliers at any unit in criterion. According to the study, the VPI model could analyze the strength and weakness of suppliers in detail, in which could be a basis, let evaluator request suppliers to reinforce strength and improve weakness. Besides, the result could be used for adjusting procurement ratio in order to take optimal response of purchasing strategy for enterprise. Realizing it from the result, constructing the evaluation model is convenient and easy to use, and it could be applied on different fields for objectively evaluating performance in accordance with revising proper criterion and weight.