Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/61132
|
| Title: | 企業運用IT技術促成大量客製化關鍵因素之研究 -以樂高玩具集團為例
The Critical Factors of Applying IT to Facilitate in Mass Customization-A Case Study of LEGO Group |
| Authors: | 許惠淳
Hsu, Huei Chun |
| Contributors: | 余千智
許惠淳
Hsu, Huei Chun |
| Keywords: | 大量客製化
IT技術
模組化設計
延遲策略
關鍵因素
Mass customization
IT Technology
Modular design
Postponement strategy
Critical factors |
| Date: | 2006 |
| Issue Date: | 2013-10-01 11:33:07 (UTC+8) |
| Abstract: | 企業面對科技競爭的世代，必須透過不斷的創新和改善。應用IT科技強化競爭優勢，為了在競爭激烈的市場中脫穎而出，以求永續發展。近年來客製化商品需求逐漸增加，傳統的大量生產明顯無法滿足個別的需要。能同時達成差異化與低成本優勢的大量客製化模式，以接近大量生產的價格，製造符合顧客個別需求受到企業的採用。成功導入大量客製化，需要具備模組化設計和模組化標準製程、運用延遲策略的裝配流程，以及建立敏捷的供應網，彼此相互配合。模組化設計可縮短新產品研發過程、延遲策略能降低製造風險與成本。再加上科技的不斷演進，利用IT創造產品客製化的能力、運用IT滿足產品客製化的需求、仰賴IT建立彈性製造系統的基礎，可見IT在大量客製化過程中扮演重要的關鍵應用。
本研究透過蒐集國內外相關文獻，導入大量客製化的策略、實施方法、模組化設計、延遲流程、IT應用，風險與限制。再輔以國內外玩具產業的總體與企業本體現況到大量客製化的實施方法，提出分析概念架構，作為關鍵因素分析的來源。再以樂高集團推行大量客製化的作法與成果，驗證此分析架構的可行性。
最後整理歸納出IT促成大量客製化七個關鍵要素：達成差異化和低成本的競爭優勢以順利促成大量客製化成功執行；應用IT技術創造產品客製化能力以滿足個別的需求；運用自助型服務以降低經營成本和提昇客製化服務效率；數位設計軟體與使用者介面的模組化設計可減少客製化決策過程；外包CRM系統減少軟體開發時間和成本能實現快速部署和執行；整合內外部的資訊流以提昇銷售、顧客及供應鏈管理；協助獲取顧客資訊累積顧客知識以滿足顧客需求和建立關係。並提出研究相關的結論和建議，做為國內玩具產業或是其他產業實施大量客製化之參考。
Enterprises face technological competition generations, must through constant innovation and improvement, using IT technology to strengthen their competitive advantages, in order to stand out in a competitive market to achieve sustainable development of enterprises. In recent years, demand for customized products increasing, the traditional mass production obviously unable to meet individual needs. Have both differentiation and low cost two competitive mass customization business model adopted by enterprises, providing customers can use close to mass production price to buy meet the individual needs of customized products. Successfully implement mass customization requires modular design and modular-standard production process to shorten the process of research and development for new product, postponement strategy and postponement manufacture and assemble processes to reduce the risks and costs in the process of manufacture, agile supply chain networking to provide a rapid and flexible response. Coupled with the continually development of technology, using IT to create customized capability of products, to meet individual needs and to establish flexible manufacturing systems foundation. IT is truly plays an important of critical factors in the mass customization implementation.
This study collected relevant literatures includes the strategy and implementation of mass customization, modular design, the strategy and process postponement, IT applications, risks and limitations. Supplemented by domestic toy industry and enterprise of this reflects the overall situation, mass customization strategy, modular design, the delay processes, IT applications, risks and limitations to mass customization implementation methodology proposed conceptual framework of analysis for finding the key and critical Factors. The purpose of this study is to create an analytical framework for leading mass customization in the toy industry. With the actual practices and outcomes of LEGO FACTORY to validate the feasibility of this analytical framework and the Steps can be proved by cast study and as a reference for domestic toy industry or another industry.
The result of this research are summarized the Critical Factors of Applying IT for Facilitating in Mass Customization (1) Facilitating to the successful implementation of mass customization to reach differentiated, low-cost competitive advantage. (2) Application of IT technology to create the product customization capabilities to meet the needs of individual (3) Self-Service to reduce operating costs, improve the efficiency of mass customization services. (4) Using modular design in the software development and the user interface to reducing customized decision-making process. (5) Outsource CRM systems to reduce time and costs for the software development, enabling rapid deployment and execution. (6) Integrated internal and external information flow to enhance sales management, customer management and supply chain management. (7) Obtaining customer information, customer knowledge, to meet customer needs and build customer relationships. |
| Reference: | 中文文獻
1. 吳思華（1988）：產業政策與企業策略。台北市：中國經濟企業研究所。
2. 吳青松（1993）：台灣資訊電子業關鍵成功因素之探討。中華民國管理科學學報。
3. 黃營杉（1993）：策略管理。台北：華泰文化。
4. 高敬文（1996）：質化研究方法論。台北：師大書苑。
5. 謝曛圭（1998）：延遲策略應用在設計配合組裝分析之研究。台灣科技大學管理技術研究所碩士論文。
6. 余千智等合著（1999）：電子商務總論。智勝文化。
7. 王啟光（1999）：生技製藥產業關鍵成功因素研究。淡江大學碩士論文。
8. 謝明祥（1999）：大量客製化之理論與實務作法。台灣科技大學管理研究所工業管理系碩士論文。
9. 甘坤賢（2000）：台灣工具機優勢商品模組化應用之探討－產品模組化與組織模組化。私立東海大學工業工程研究所碩士論文。
10. 廖漢雄（2001）：工業用電腦主機板的快速客製化服務之研究-以研華科技為例。國立政治大學經營管理碩士論文。
11. 林東清（2002）：資訊管理e化企業的核心競爭能力。台北：智勝文化。
12. 陳俊穎（2002）：設計生產（DTO）經營模式之大量客製--以NIKE id 為例。立台灣科技大學工業管理研究所碩士論文。
13. 林宏達（2003）：e出「舉世無雙」新商機。e天下。卷期31。頁160-163。
14. 王在欣（2004）：需求不確定下供應鏈延遲策略最適化之研究。國立成功大學交通管理研究所碩士論文。
15. 林室宏（2004）：以時間基礎的製造與大量客製化的做法對顧客價值的影響－以中小企業為例。大同大學事業經營研究所碩士論文。
16. 鄭佳鳳（2005）：企業策略創新與持續性競爭優勢之研究：以Dell公司為例。東吳大學商學院企業管理學系碩士班碩士論文。
17. 克里斯．安德森（2006）：長尾理論--打破80/20法則的新經濟學。台北：天下文化。
18. 陳秀琳（2006）：銀行業資訊科技與資訊策略之關係研究-個案銀行探討。國立台灣大學國際企業學研究所碩士論文。
19. 蘇明秋（2006）：傳統產業實施大量客製化之研究。國立台灣科技大學工業管理系碩士論文。
英文文獻
1. Aaker, D.A. (1984). “ Strategic Market Management”, New York: John Wiley & Sons Inc
2. Alderson W. (1950). “Marketing Efficiency and the Principle of Postponement”, Cost and Profit Outlook, 3(4), 1-3
3. Barnard C.I. (1948). “Organization and Management”, Harvard University Press, Cambridge, Massachusetts.
4. Bart G. (2006). “Critical IT System In The Value Chain for Successfully moving from Mass Product to Mass Custonmization” ,4th Twente Student Conference on IT
5. Boynton A.C., Zmud R.W. (1984). “An Assessment of Critical Success Factors”, Sloan Management Review, 25(4), 17-27
6. Boyton A.C., Victor, B., Pine II B.J. (1993). “New Competitive Strategies: Challenges to Organizations and Information Technology”, IBM Systems Journal, 32(1),40-46
7. Bowersox D. J., Closs D.J. (1996). “Logistical Management: the Integrated Supply Chain Process”, McGraw-Hill.
8. Broekhuizen T.L.J., Alsem K. J.(2002). “Success Factors for Mass Customization: A Conceptual Model" Journal of Market-Focused Management, 5(4), 309-330
9. Bucklin L. P. (1965). “Postponement, Speculation and the Structure of Distribution Channels”, Journal of Marketing Research, 2, 26-31.
10. Cooper J. C. (1993). “Logistics Strategies for Global Businesses”, International Journal of Physical Distribution and Logistics Management, 23(4), 12-23
11. Da Silveira G., Borenstein D., Fogliatto F.S.(2001). “Mass Customization : Literature Review and Research Directions” , International Journal of Production Economics, 72(1), 1-13
12. Da Silveria G., Fogliatto F.S.(2005). “Effects of Technology Adoption on Mass Customization Ability of Broad and Narrow Market Firms”, International Journal Production Economics, 12(3),347-359
13. Daniel D. R. (1961). “Management Information Crisis”, In: Harvard Business Review, 39(5), 111-116.
14. Davis S. M. (1987). Future Perfect, Reading: Addison-Wesley
15. Duray R., Ward P T., Milligan G.W., Berry W. L. (2000).“Approaches to Mass Customization: Configurations and Empirical Validation”, Journal of Operations Management, 18(6), 605-625
16. Ernst R., Kamrad B. (2000). “Evaluation of supply chain structures through modularization and postponement”, European Journal of Operational Research, 124(3), 495-510
17. Feitzinger E., Lee H. (1997). “Mass Customization at Hewlett-Packard : The power of postponement”, Harvard Business Review,75(1), 116-121.
18. Freund Y.P. (1988). “Planner’s guide Critical Success Factors”, Planning Review, 16(4), 20-23.
19. Fuerguson C.R., Dickinson R. (1982). “Critical Success Factor for Directors in the Eighties”, Business Horizons,14-18
20. Gilmore J.H., Pine II B.J. (1997), “The Four Faces of Mass Customization”, Harvard Business Review, 55.
21. Gregory, Annie. (1995). “Meeting Customer Demand for Endless Change”, Works Management, Horton Kirby, 48(5), 25.
22. HART C. W. (1995). “Mass Customization: Conceptual Underpinnings, Opportunities and Limits”, International Journal of Service Industry Management, 6(2), 36-45
23. Hofer C. W., Schendel D.E. (1978). “Strategy Formulation: Analytical Concepts”, St. Paul, MN: West Publishing Co.
24. Ives B., Learmonth G.P. (1984), “The Information System as a Competitive Weapon”, Communications of the ACM, 27, 1193-1201.
25. Kay M. J. (1993). “Making Mass Customization Happen: Lessons for Implementation”, Planning Review, Chicago, 21(4), 14-18
26. Kotha S. (1996). “From Mass Production to Mass Customization” , The Case of the National Industry Bicycle Organization of Japan, European Management Journal, 14(5), 442-450
27. Kotler P.(1989). “From Mass Marketing to Mass Customization”, Planning Review, Chicago,17(5), 10-14
28. Lampel J., Mintzberg H. (1996). “Customizing Customization”, Sloan Management Review,38, 21-30
29. Lau.R.S.M. (1995).“Mass Customization: The Next Industrial Revolution”, Industrial Management, 37(5), 18-19
30. Lee H. L., Billington C.(1994).“Designing Products and Processes for Postponement ”, Management of Design: Engineering and Management Perspectives, 105-122
31. Leidecker J.K., Bruno A.V. (1984). “Identifying and Using Critical Success Factor” , Long Range Planning, 17(1), 23-32.
32. McCarthy E.(1997).“Mass-customizing Client Service through High-Tech, High-Touch Communication”, Journal of Financial Planning,10(3), 58-63
33. O’Grady P. (1999). “The Age of Modularity – Using the World of Modular Products to Revolutionize Your Corporation”, U.S.A.: Adams and Steele Publishers.
34. Pagh J.D., Cooper M.C. (1998). “Supply Chain Postponement and Speculation Strategies: How to Choose the Right Strategy”, Journal of Business Logistics,19(2), 13-33.
35. Piller F. T. (2002). “Customer Interaction and Digitalizability-A Structural Approach to Mass Customisation”, In C. Rautenstrauch, R. S. Eggebert, & K. Turowski (Eds.), Moving into Mass Customization, Berlin: Springer-Verlag,119-137
36. Piller F.T at el.(2004).“From Mass Customization To Collaborative Customer Co-Design”
37. Pine II B.J. (1992). “Mass Customization : The New Frontier in Business Competition”, Harvard Business School Press, Boston, Massachusetts
38. Pine II B.J. (1993). “Mass Customizing Products and Services”, Planning Review, 21(4), 6-13
39. Pine II B.J., Peppers D., Rogers M. (1995). “Do You Want to Keep Your Customers Forever?” , Harvard Business Review, 73(2), 103-113
40. Peppers D., Rogers M. (1997). “Enterprise One to One: Tools for Competing in the Interactive Age”, New York: Doubleday.
41. Porter M. E. (1980). Competitive strategy. New York: The Free Press.
42. Porter M. E. (1985). Competitive advantage: Creating and Sustaining Superior Performance. New York: The Free Press.
43. Reichwald R., Piller F. T., Möslein K.(2000). “Information as a Critical Success Factor for Mass Customization”, Proceedings of the ASAC-IFSAM 2000 Conference, Montreal.
44. Rockart J.F. (1979). “Chief Executives Define Their Own Information Needs”, Harvard Business Review, 57(2), 81-93.
45. Sabherwal R., King W.R. (1991). “Towards a Theory of Strategic Use of Information Resources”, Information and Management, 20(3), 191-212.
46. Sanchez R. (1996). “Strategic Product Creation: Managing New Interactions of Technology, Markets and Organizations”, European Management Journal, 14(2),121-138
47. Senn J. A. (1990). “Using Information Technology to Compete in a New Europe”, Business Atlanta, 40(2), 45-50
48. Shirley G.V. (1992). “Modular Design and Manufacturing for Competitive Advantage”, Integrating Design and Manufacturing for Competitive Advantage, 82-103
49. Starr M. K. (1965). “Modular Production-a New Concept”, Harvard Business Review, 43(6), 131-142
50. Steger J. K., Svensson C. (2004). “Issues of Mass customization and supporting IT-solutions” , Computers in Industry, 54, 83-103
51. Svensson C., Barfod A. (2002). “Limits and Opportunities in Mass Customization for Build To Order SMEs”, Computers in Industry, 49, 77-89
52. Swamidass P. M. (2002). “Innvoations in Competitive Manufacturing”, AMACOM
53. Swaminathan J. M. (2001).“Enabling Customization Using Standardized Operation”, California Management Review, 43(3), 125-35
54. Toffler A. (1970). Future Shock, New York: Bantam
55. Tseng, M.M., Jiao, J. (2001). “Mass Customization, in: Handbook of Industrial Engineering”, Technology and Operation Management (3rd ed.), New York, NY: Wiley
56. Ulrich K.,Tung K. (1991) ,“Fundamentals of Product Modularity” Issues in Design, Manufacturing/Integration, 39, 73-77.
57. Zinn W. ,Bowersox D. J. (1988). “Planning Physical Distribution with the Principle of Postponement”, Journal of Business Logistics, 9(2), 117-136
58. Zipkin H. P. (2001). “The Limits of Mass Customization”, MIT Sloan Management Review, 42(3), 81-87.
網站資料
1. 李文儀（2003）：樂高--丹麥用積木創造的奇蹟。藝文版，中國時報。2007年7月24日，擷取自http:www2.inmjh.kh.edu.tw/th187/n92023.htm
2. 鍾曉君（2006）：樂高的轉好LEGO’s Turnaround。經濟學人，中央大學產業經濟研究所。2007年7月24日，擷取自http://rcted.ncu.edu.tw/ecomov_i_view.php?serial=2690
3. 樂高官方網站。http://www.lego.com
4. NPD Group。http://www.npd.com
5. 玩具產業資料庫。http://www.taiwantoy.org.tw
6. 玩具產業資料庫。http://www.toys-mall.com.tw
7. 國際商情網。http://www.trademag.org.tw
8. TOYBASE TODAY全球資訊網。www.toybase.com.tw
9. International Council of Toy Industries, ICTI at http://www.toy-icti.org
10. www.hasbro.com.tw
11. en.wikipedia.org/wiki/Mattel
12. en.wikipedia.org/wiki/Bandai
13. en.wikipedia.org/wiki/MGA_Entertainment
14. zh.wikipedia.org/wiki/Takara_Tomy
15. Lego to Outsource Most Production to Flextronics. (2006). Peter Clarke, Global Services, Retrieved July 15,2007, from http://www.eetimes.com/document.asp?doc_id=1162070
16. LEGO Co.:SAP Customer Relationship Management, Retrieved July 15, 2007, from http://www.accenture.com/us-en/Pages/success-lego-customer-relationship-management-summary.aspx |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
90932617
95 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0090932617 |
| Data Type: | thesis |
| Appears in Collections: | [Executive Master of Business Administration] Theses
|
Files in This Item:
| File |
Size | Format | |
|---|
| 261701.pdf | 3147Kb | Adobe PDF2 | 3819 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
