自從1980年起，代工已成為企業實務上普遍的現象，然而有關代工之相關研究卻甚少受到策略管理學者之注意，就算在有限的代工相關研究中，過去文獻都是從先進入者觀點切入，即從代工業務中的品牌客戶角度探討，少有從代工廠觀點切入。另外，從動態競爭觀點出發，「競合動態」相對而言是一個較新的概念。僅管代工/自有品牌及競合策略兩者在實務上都是愈來愈普遍的現象，但在策略管理領域中，過去研究不論是代工及自創品牌或是在競合策略方面的研究，相對都是較少的，目前尚未有研究從競合觀點探討企業從代工到自有品牌策略，因此本研究以個案深度訪談，針對台灣前20大品牌廠中的10家公司，探討其從代工到自有牌策略中，哪些因素影響其策略決策，其與品牌客戶之間的競爭合作動態變化為何，以及代工廠採取哪些策略作為，以減緩與品牌客戶間的競爭關係，並維持原本的合作關係。從理論面而言，本研究從後進者(即代工廠)觀點補充過去文獻之不足，同時連結競合觀點探討從代工到自有品牌策略之轉變。從實務面而言，本研究預期針對研究結果提出相關的實務意涵作為企業從代工轉自有品牌策略之參考。 In practice, OEM has been widely used since 1980s. However, it has attracted little attention from business scholars. Even in the OEM-related publications, what was found in prior literature is mostly the first movers’ perspective, not much attention has been paid on the growth strategy adopted by the latecomer firms—contract manufacturers. In addition, departing from competitive dynamics, the "coopetition dynamics" is a relatively new construct that remains unknown despite the increases in coopetition in practice. In the field of strategic management, previous literatures have showed relatively less publications either in OEM/OBM or in coopetition research, none of them has been paid to linking these two research stream. As both fields have become heated issues in practice and in research, this research explores OEM/OBM based on coopetition perspective. Conducting by in-depth case study with 10 possible sample companies out of Top 20 Taiwanese brand, this research unfolds the phenomenon of competition-cooperation dynamics in the OEM/OBM setting. This proposal is expected to figure out the antecedents driving the decision that contract manufacturer moves from OEM to OBM and the change of competition-cooperation relationship and to reveal the strategic actions that contract manufacturer can used to diminish the competition from its original brand-owned buyer. Theoretically, this research is proposed to supplement the viewpoints of late entrants and to link with the coopetition perspective to uncover strategy when a late comer shifts from OEM to OBM. Practically, this research is expected to demonstrate the exploratory findings and propose propositions and implications for strategy practice.