企业并购在成熟的经济市场中非常常见，属于外延式发展，是企业获得快速增长的一个重要举措。并购后系统化整合是企业迫切需要的系统工程管理方法之一。 本研究工作聚焦于企业整合中的供应链设施子系统（包括亚洲总部暨研发中心，生产产区及物流中心）。以 A 公司为例，该公司是一家国际紧固件生产企业，通过全球并购，收购了另一家精密紧固件的生产企业。并购后面对日益激烈的市场竞争，A 公司的供应链系统与竞争对手比有明显差距，设施资源利用情况不佳。因此，本研究旨在对 A 公司供应链设施整合进行战略规划研究，目的是优化资源配置，提升供应链的整体竞争力。 研究过程分为时间、逻辑和技术三个维度： 1. 时间维度：从业务数据收集到模型搭建、战略策划，最后核算整合效果。 2. 逻辑维度：首先确定整合的必要性，明确目的、方向和范围，然后找到有效的整合方法，最终评估是否达到预期目标。 3. 技术维度：通过现场调研、市场分析和历史数据分析，从公司总部整合选址开始，深入到产地整合和流程精益生产方法优化，再到物流中心的整合选址规划。 研究运用了 SWOT 框架来评估潜在的优劣势和机遇威胁并提出整合战略。基于整合战略，通过层次分析法（AHP）对公司总部选址进行了定量评估。工艺流程优化利用了价值流图（VSM）和“五个为什么”（5 Whys）工具，减少了制造基地数量，提升质量效率并降低成本。物流中心选址应用了重心法（Gravity Model）。最后，使用灰色综合评价法（GCE）量化评估整合措施效果，并确定措施优先级。 研究发现，在并购后供应链设施整合中系统工程方法能带来单纯技术改善无法实现的突破性改进。研究结果表明，系统工程方法及精益生产技术方法在供应链设施整合中的综合运用能够显著提升企业供应链竞争力。通过研究，本论文得出了A 公司供应链设施整合的 4 个重要战略决策：1） 亚洲区总部设在乙城市；2） 重点增长产品铁嵌件生产地为甲城市；3） 丙城市的多轴设备调配到甲城市用于核心产品的生产；4） 丙城市转型为亚洲区贸易中心。除了获得上述整合战略决策以外，相关运营指标亦能获得大幅改善：1） 自制产品成本得以降低约 30%；2） 供应链竞争力提升到原来的 3 倍，超出对手及客户期望。

Corporate mergers and acquisitions (M&A), which are very common in mature economic markets, belong to episodic development and are an important initiative for enterprises to obtain rapid growth. Post-merger systematic integration is one of the much needed system engineering management approaches for companies. This research work focuses on the supply chain facility subsystems (including the Asia regional headquarters and R&D center, the production area and the logistics center) in corporate integration. As an example, Company A, an international fastener manufacturer, acquired another precision fastener manufacturer through a global M&A. After the M&A and facing the increasing competition in the market, there is a significant gap between the supply chain system aspects of Company A and its competitors, and the utilization of facility resources is poor. Therefore, this study aims to conduct a strategic planning study on the integration of supply chain facilities in Company A. The purpose is to optimize the allocation of resources and enhance the overall competitiveness of the supply chain. The research process is divided into three dimensions: time, logic and technology: 1. time dimension: from business data collection to model building, strategy planning, and finally accounting for integration effects. 2. Logical dimension: first determine the necessity of integration, clarify the purpose, direction and scope, then find an effective integration method, and finally assess whether the expected goal is achieved. 3. Technical dimension: Through on-site research, market analysis and historical data analysis, the study starts with the integration of the company‘s headquarter site, and goes deeper to the integration of the origin and lean optimization of the production process, and then to the integration of the logistics center and the site planning. The study utilized the SWOT framework to assess potential strengths, weaknesses, and threats of opportunities and to propose an integration strategy. Based on the integration strategy, a quantitative assessment of the location of the company‘s headquarter was conducted using the Analytical Hierarchy Process (AHP). Process optimization utilized Value Stream Mapping (VSM) and 5 Whys tools to reduce the number of manufacturing sites, improve quality efficiency and reduce costs. The Gravity Model was applied to the location of logistics centers. Finally, the Grey Comprehensive Evaluation (GCE) method was used to quantitatively assess and prioritize integration measures. The study found that a systems engineering approach to post-merger supply chain facility integration can lead to breakthrough improvements that cannot be realized by technological improvements alone. The findings suggest that the combined use of systems engineering methods and lean manufacturing technology methods in supply chain facility integration can significantly improve the competitiveness of an organization‘s supply chain. Through this study, this thesis has come up with four important strategic decisions for the integration of supply chain facilities in Company A: 1) locate the Asia regional headquarters in City B; 2) locate the production of the key growth product, iron inserts, in City A; 3) redeploy the multiaxial equipment in City C to City A for the production of the core product; and 4) transform City C into the Asia regional trade center. In addition to the above integration strategy decisions, operational metrics were significantly improved: 1) cost of in-house products was reduced by approximately 30%; and 2) supply chain competitiveness was tripled, exceeding both competitor and customer expectations.