政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/30641

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/30641

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政大典藏 > College of Commerce > Executive Master of Business Administration > Theses > Item 140.119/30641

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/30641

Title:	台灣代工廠商之競爭優勢與經營策略研究
Authors:	李繼萍 Lee, Chi Ping
Contributors:	李仁芳 Lee, Jen Fang 李繼萍 Lee, Chi Ping
Keywords:	資訊科技策略競爭優勢 Information technology strategy competitive advantage
Date:	2007
Issue Date:	2009-09-12 12:34:27 (UTC+8)
Abstract:	台灣資訊科技產業發展迅速，目前已在國際中居重要地位，不論在IC封裝、測試、TFT- LCD 與光碟機的表現都是數一數二。也同時是筆記型電腦、電腦主機板、伺服器等產值全球第一的國家。然而在此亮麗的成績背後，台灣電子資訊業雖有完整的垂直分工模式與產業聚落，也累積了許多專業技術。但廠商為了擴大下單，持續壓低代工價格，導致獲利一路下滑，無法脫離「紅海競爭」。本研究探討台灣資訊科技產業代工廠目前的競爭優勢，以5家台灣IT廠商作為個案研究對象，評估可行之未來發展策略，以脫離價格競爭的紅海。研究問題如下：一、台灣資訊科技產業廠商目前擁有哪些競爭優勢？面臨哪些困難？二、代工廠商如何在「紅海競爭」中維持領導優勢且持續成長？研究發現，台灣代工廠商擁有健全的產業供應鏈與全球佈局、優秀的研發能力與人才，最重要的是具有很高的成本優勢，且生產製造效率很高。然而面臨產業競爭度高導致的殺價競爭、利潤降低的困難，規模雖然坐大，卻稀釋了核心資源的足夠深度。而代工廠商發展品牌不易，需在通路出口的投資和關鍵零件/組件的掌控多努力。研究建議，若代工廠商選擇發展品牌，就需強化國際行銷並有長久投入資源的決心。若繼續投入代工，則建議下列三個策略：a.市場滲透策略：提高協同設計的比例，增加產品開發、設計流程的速度，從OEM、ODM走向 JDM(Joint Design Manufacturing)，也可更進一步整合客戶需求，提供多樣化的加值服務，並且強化全球運籌之能力，以就近支援與服務。 b. 多角化營運：憑藉著台灣廠商的研發能力與豐富的代工經驗，拓展代工產品項目，如3C、資訊家電等輕薄短小的產品，或是軍用、醫療用電子產品等。 c. 產品/服務發展策略：藉由提升研發能力、製造技術與提供全面性服務，增加與品牌廠商的合作關係。 With its fast growth rate and well-developed infrastructure, Taiwan`s IT (Information Technology) Industry holds a key position in the world. Taiwan is well known for its global leadership position in the shipments of notebook computer, desktop computer, server and mother board, but it is perhaps less recognized for its top global ranking in the production of TFT LCD displays, input devices, and IC packaging and testing. Although Taiwan`s IT Industry takes advantage of vertically integrated supply chains, years of technical experience, and manufacturing scale of economies, it is not able to differentiate itself from "Red Sea" competition and is subject to continued pricing pressure and decreasing margins. This study will explore the existing Taiwanese OEM/ODM’s competitive advantage through surveys and interviews of 5 vendors and will evaluate and develop any possible solutions or strategies for future growth and avoid from "Red Sea" pricing competition. The following questions will be addressed: 1. What are the competitive advantages of Taiwan`s IT companies? What are their challenges? 2. How can these companies sustain their competitive advantage and continue to grow in the "Red Sea"? Accordance with the study finding, Taiwan`s IT Industry established a very healthy supply chain integration. Well-trained R&D talent, highly efficient and productive manufacturing process management, and cost-driven mindsets are in place. Nevertheless, every OEM/ODM company is faced with huge margin pressure which started when the whole industry fell into a pricing cut situation. While production volumes have increased through growth and industry consolidation, it also diluted the depth of their core competence and resources. There are difficulties for OEM/ODM to develop their own brand business, not only huge investment on product development and marketing promotion but also impact to the relationship with existing customers. OEM/ODM must strengthen international marketing capability as well as channel sales strategy as a long-term investment if they want to move toward own brand business. If they chose to continue moving forward OEM/ODM business, there are three recommended strategies, which are offered in accordance with the study. 1, Penetration – Move to JDM (Joint Design Manufacturing), alliance or partner with customers in new product development, speed up products design processes, increase manufacturability, provide integrated and value added service from production all the way up to the new product stage. 2, Diversification – Leverage the existing scale, experience and capability to move into new markets such as 3C, medical or military products…etc. 3, Product and service developments – Continue to develop core competences, key components strategy investment, processes innovation, W/W production and logistics management, after purchased services and RMA…etc, offer total solution to enhance the partnership with branding company. 謝辭 I 摘要 II ABSTRACT III 目錄 V 表目錄 VII 圖目錄 VIII 第一章緒論 1 第一節研究背景 1 第二節研究目的與問題 3 第三節研究流程 4 第二章相關理論與文獻探討 5 第一節資訊科技（INFORMATION TECHNOLOGY，IT）產業 5 第二節競爭優勢與關鍵成功因素 15 第三節策略 21 第三章研究方法 35 第一節研究架構與變數說明 35 第二節研究方法與資料搜尋 41 第二節研究限制 44 第四章產業分析與個案彙整 45 第一節產業競爭力分析 45 第二節 A公司個案 49 第三節 B公司個案 58 第四節 C公司個案 64 第五節 D公司個案 72 第六節 E公司個案 76 第五章個案分析 81 第六章結論與研究建議 94 第一節結論與研究心得 94 第二節研究貢獻與後續研究建議 104 第七章參考文獻 105 附錄一 107 附錄二 111 附錄三 114 附錄四 119 附錄五 123
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 93932912 96
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0093932912
Data Type:	thesis
Appears in Collections:	[Executive Master of Business Administration] Theses

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