在全球各國積極推行所謂QR（Quick Response）/ ECR（Efficient Consumer Response）中，品類管理（Category Management）是QR/ECR在需求面的重要一環。所謂「品類管理」是指廠商與零售商緊密合作後，有效又迅速的回應消費者需求。其在歐美實行到現在不過為十多年，而成果都是非常正面。然而從文獻及案例中，發現導入品類管理的公司，皆為大型零售業，在台灣很少發現中小型零售業導入的案例。於是引發本研究探討中小型超市導入品類管理的動機，以及探討中小型超市導入品類管理之方法論。
本研究主要探討中小型超市導入品類管理方法，並以億客來超市為例進行實證研究。本研究提出修正後之品類管理導入方法分為：(1)內部評估、(2)品類定義、(3)品類角色、(4)品類評估、(5)品類評量、(6)品類策略、(7)品類戰術、(8)品類計劃執行、(9)品類檢討等九大步驟。推行結果除達成(1)品類銷售業績上升8%、(2)品類毛利上升4.8%、(3)品類平均庫存天數下降6天、(4)品類架上產品數減少5%等等有形效益外，尚具有下列無形的效益：
1. 藉由導入品類管理提升公司的經營能力：經由導入品類管理，當成一種學習過程，讓品類管理過程，內化為公司經營管理正常運作模式。
2. 品類管理不斷反覆檢討，可以發揮止於至善精神，使公司可適應於不斷變遷的環境中不敗之地。
3. 改善與供應商的夥伴關係。
因此，透過本個案研究發現品類管理不僅僅是推動於大型零售業，中小型零售業也可適用。

Among global countries aggressively apply QR (Quick Response)/ ECR (Efficient Consumer Response), Category Management is an essential component of demand side in QR/ECR. So called “Category Management” is, the joint aspect of manufacturers and retailers who are flexible and responsive enough to react quickly to consumers’ demand. Category Management is a process that involves managing product categories as business units and customizing them on a store-by-store basis to satisfy customers’ needs. It transforms retailer “buyers” and manufacturer “sellers” into entrepreneurs. It is about mere 10 years plus those western companies applying the Category Management achieve positive results. And from the past records, those companies adapt Category Management in general are big retailers. Very few small and medium retailers in Taiwan apply Category Management that induces the motives of this study to work out pertinent methods for small and medium supermarkets to apply.
This research is to introduce Category Management to a small and medium class supermarket - IKL as the subject of case study. The study proposes a modified method to introduce the Category Management which includes: (1)internal appraisal, (2)category definition, (3)category role, (4)category assessment, (5)category scorecard, (6)category strategies, (7)category tactics, (8)category implemention, and (9)category review 9 steps. After implementing, the cooperation not only achieves (1)category’s sales increases 8%, (2)category’s gross profit increases 4.8%, (3)category’s average days of inventory reduces 6 days, (4)category’s assortment of products on shelves reduces 5%, and so on tangible benefits, but also earns following intangible advantages:
1. Through the introduction of Category Management to enhance the company’s management ability: Through the introduction of Category Management as a learning process to internalize it as a formal operation.
2. Repetitively review the implication of Category Management to achieve the utmost realm, then the company is able to ride the tide of the changing environment.
3. Improve the partner relationship between suppliers and the retailer.
Thus, after this study we find that Category Management not only can be applied in big retailers but also in small and medium ones.

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