國外大廠為了因應產品需求下滑以及降低成本的壓力，不斷的將電腦、手機和半導體的設計與製造外包；而台灣長期以來便具有成本、設計與製造上的優勢，這使得台灣在全球資訊產業的價值鏈上，一直佔有舉足輕重的地位。從台灣資訊電子產業的發展過程來看，代工業務已經成為台灣資訊電子業極為重要的業務及策略形態。 本研究認為，瞭解代工關係的發展與變化，有利於協助國內代工供應商對於資源與策略的選擇。因此，代工關係是否會受到技術知識特質的影響？台灣產業網絡的特質與代工供應商自身的能力，又是否會影響代工關係的強弱？這些都是本研究想要探討的重要議題。本研究希望將代工業務視為代工供應商的根本策略定位，探討技術知識的特質、產業特性與代工供應商能力對代工關係強弱之影響。 本研究所選定之研究對象，以台灣資訊電子產業中前十大資訊產品製造商為目標對象，透過深入訪談的個案研究，瞭解個案公司不同產品事業部之技術知識連結性與產業特性之差異。另外，也請受訪者回顧該公司經營發展歷程中，公司與顧客間關係變化的程度是否會因技術特質、產業特性與代工能耐的差異，而有所不同。本研究則針對個案公司與其合作顧客在某些個案或事件上，採用歷史回顧性的方式加以紀錄與分析。 本研究的幾個重要發現分別說明如下：（一）代工供應商的產品線廣度，對代工關係的發展具有正向的幫助。（二）台灣代工供應商以應用技術見長。（三）產業標準的形成，台灣代工供應商進入產業的障礙降低；使得代工供應商的產品差異化程度低，代工關係容易成為交易型關係。（四）當技術知識的累積性越高，代工供應商與客戶之間的代工關係就越緊密。（五）技術知識移轉的初期，知識的「內隱性」大過於「外顯性」，技術移轉的載具以「人」為主體，代工供應商與客戶間密切地交流，會使得代工關係更緊密。（六）產品生命週期的長短，並不影響代工關係的緊密程度。（七）台灣資訊/通訊產業網絡的基礎深厚，有利於代工產業的發展。（八）代工關係的初期，雙方合作的關係以產品開發為主體；當產業逐漸成熟後，合作的範疇會擴大到至行銷業務的價值活動。（十）代工供應商為客戶建立及投資專屬性資產，有助於代工供應商強化與客戶的代工關係。（十一）代工供應商的能力會影響代工供應商與品牌客戶的關係。（十二）產業在成長期時，「產品研發能力」、「製造能力」與「關鍵零組件採購能力」是影響代工供應商與客戶之間，代工關係發展的關鍵因素。（十三）當產業在成熟期，「全球運籌管理能力」與「關鍵零組件採購能力」則是品牌客戶特別重視的代工能力，也是影響代工關係變化的重要因素。

目前經濟的主軸環繞著三大趨勢：通聯資訊科技，貿易的全球化與知識經濟運轉。資訊決定議價能力，全球化使競爭更加激烈，「微利」為成熟產業的普遍現象。「模式創新」成為企業永續經營的惟一途徑。 利豐貿易，成立於1906年，一家歷經三代家族經營的代辦採買貿易公司，在80年代，歷經組織重組與營業模式的創新，發展成為目前旗下擁有香港最大的出口貿易公司，市值達數百億港元的大貿易商利豐貿易（0494）與經營供應鏈整合的利豐經銷與零售業（ｏｋ便利店與玩具反斗城）之利豐零售。 “利豐貿易”的發展與管理備受各界關注，《哈佛商業評論》主編瓊安．瑪格瑞塔（Joan Magretta）於編選《新經濟時代管理大師觀點》（Managing in the New Economy）時，將其與“戴爾電腦”（Dell Computer）並列為最佳觀念實踐的公司。 “利豐貿易”透過解構價值鏈與現代網路資訊科技的運用，將危機化為轉機，首創「分散式生產」模式，從其全球供應網絡中，找出最符合客戶需求的解決方案。此模式後來廣為其同業所採用，且有愈來愈多的大型製造業亦開始 採用此種作業模式。 本研究為探討性研究，透過學術界（主要為哈佛大學）對個案公司的訪談與案例 資料的研讀與整理、個案公司資料的收集與整理，歸納研究在目前這個被稱為新（資訊）經濟環境下，一個經營傳統產業的企業如何透過供應鏈的創新與現代化的管理，實現其價值訴求使企業營收成長並持續獲利倍增。 / The mainstream of the world economy currently are: Net Communication Technology, Trade Globalization and Knowledge Econolmy. Information decided the power of bargaining, globalization makes competition tougher than before, "No profit" or "tiny" profit becomes the general situation for any mutual industry, "remodelize your business type"is the only way for your enterprise's survival. Li & Fung Ltd. formed in 1906, after serveral restucture and remodeling,in the age of 80, becomes the largest trading company of HK, listed in HK exchange market (code 0494) with value more than billions of HK$, the family also own Li & Fung Retailing and Li & Fung distribution. The management and development of "Li & Fung Ltd" were eyecatching by different people, Joan Magretta, the editor of "Harvard Business Review" has classified it together with "Dell corporation" as the best practice company in her " Managing in the New Economy" "Li & Fung Ltd" by using modern information technology to destructure their value chain, turn their weakness to strength, initial "loose coupled control" manufacuring model, to provide theit customer best solution from their world wide supplier network. The supply model suddenly becomes the general model for the industry, and more and more large manufacture adopt such model. This report is a reasearch study, through reading papers, company's inforamtion and interviewed some peer companies to conclude that how a traditional company to make themself so successful in the "New Economy" environment and what can we learn from it.

《哈佛商業評論》(Harvard Business Review)證實委外模式為過去七十五年來，企業最重要的管理概念和經營手法。美國百分之九十的公司至少將一項業務委外。根據國際商業研究組織愛迪西(IDC)的研究報告指出，一九九八年全球企業委外總值為九百九十億美金，到二OO三年，全球企業委外總值將成長至一千五百億美金。 越來越多的企業主管將委外視為重塑企業架構的方式，跳出過往垂直整合的模式，創造出更有彈性、更專注核心業務的企業，憑藉委外來強化核心業務和改善客戶關係。簡單的說，採用委外處理的主要理由，就是使企業能：全心專注在核心作業上、提供更好的服務品質，以及降低成本和風險。 但是，在許多的報告均指出，委外的結果有的時候並不是企業所預期的，例如：委外服務的業務是正在成長中，但委外服務的滿意度卻不然；委外服務供應商有達到服務等級的協定，但卻沒能達成企業主的業務需求；長遠來看，委外服務有可能無法幫企業主節省金錢。 基於上述背景，本研究參考國內、外文獻、及了解管理顧問公司的委外趨勢分析報告，整理出委外服務生命週期的四個階段： 階段一、策略性的委外，定義需求及策略。 階段二、評定與選商，將需求及策略轉換成戰術需要。 階段三、制定合約，戰術需求演進成合約及關係原則。 階段四、委外的管理，合約及關係變成管理流程。 本研究採訪談方式，對四個公司﹝兩個屬於是資訊科技委外服務(ITO)，另外兩個屬於是企業流程委外服務(BPO)﹞及提供委外服務供應商公司分別以委外生命週期中的四個階段為架構進行訪談。經整理分析後，發現在每個階段下還包含有些重要的活動因素，值得深入探討與分析，本研究試圖透過這些訪談結果與文獻的記載找出其間的關係，以確保委外服務的成功。 本研究發現，有效掌握這些階段中的關鍵活動，利用正確的委外策略，透過彈性的組合活動，可以達到企業的業務期望。最後，針對研究結果做出結論和建議，希望提供給企業界作為在採行資訊科技及業務流程委外時的參考，並且明確定義委外服務生命週期的四個階段及其發展關係，以增進委外服務接受者與委外服務供應商在委外服務上合作的成效。

面對國際貿易環境全球化，國內企業經營發展策略與目標已經從本土拓展到全球。目前許多國際大型企業（例如HP、DELL）在勞動與土地成本較低廉之東南亞與大陸等地選擇供應商進行全球採購，或將生產基地移至當地，再將採購之產品銷往母國或行銷至全球市場。而扮演供應商的台灣企業將營運總部與設計等部門留在台灣，因此跨國生產所需的原物料、到成品配送之物流控管相當重要。 台灣為發展「全球運籌中心」近年來進出口原物料與成品改用航空貨運或快遞做全球物流配送愈來愈多，為增加廠商全球競爭力的提升，海關實施縮短通關時程之簡化制度稱之空運簡易報關制度，對全方位物流運輸服務業者UPS、DHL、FEDEX在快遞專區使用其通關作業更為簡便與無紙化，無疑對本土國際物流業者造成更大生存威脅與競爭壓力。台灣的國際物流業者規模小而且過多，在彼此激烈競爭下，顯少業者對服務功能的擴大、資訊化的服務、專業人才的培育做積極投資來提升服務品質。 國際物流業者面對企業需求不斷的增加，多數業者只是想辦法應付客戶現狀要求，少數業者能提供更多的物流服務。由於物流涵蓋業務與範圍廣大，以我國國際物流業者的體質來看，惟有物流業界的水平整合或垂直整合，加上資訊科技化，才能滿足趨勢需求，才能有競爭力。整合的解決方案為何，由誰來整合最有機會與條件，本論文將以國外物流產業發展方向及國內國際物流產業的分析，找出我國國際物流業者的未來發展，是否可以發展出我國的第四方物流為研究的課題。 目前國外國際物流的發展現況與趨勢，對我國國際物流的發展影響，以及我國製造產業大量外移中國大陸、高科技產業對供應鏈整合服務的需求，業者如何提出完整的物流服務架構，我國國際物流業者能否發展成為第四方物流，以此第四方物流共同服務兩岸三地市場。故本研究之目的要探討在國際貿易全球化的趨勢下，國際物流的發展方向為何，對我國物流產業的影響分析及探討我國第四方物流讀未來規劃。 / Taiwan enterprises have shifted their business strategy and goal from the domestic to the global market in order to adapt themselves to the globalization trend. Today, multinational corporations such as HP and DELL either set up their purchase center at South East Asia or/and China to locate their suppliers, or they move their manufacturing plant to those areas where labor cost and land cost are relatively cheaper. These MNCs later ship the products they purchase or produce in low cost areas to their headquarters or global marketplace. As for Taiwanese enterprises who play the role as the suppliers in this global value chain, since their headquarters and R&D centers are normally located in Taiwan while they need to ship the raw materials and finished goods to overseas, the logistics management becomes a critical issue. In aim to become the ‘global logistics center’, airfreight or courier express is used by the enterprises for global delivery in greater scale in the recent years. At the same time, Taiwan Customs has simplified the customs clearance procedures which they named it ‘Simplified Clearance for Express Consignment’ to shorten the cargo clearance time and facilitate the paperless customs clearance for courier express service providers like UPS, DHL and FEDEX. This beneficial act to the big courier express players creates stronger competition and threat to the local global logistics service providers who are the majority in the marketplace but with smaller company size. Even though under the severe competition, Taiwan local logistics service providers didn’t expand their service, nor enhance their management information system, nor cultivate professional staff to improve the service quality. Facing the unceasing requirements from the enterprises, global logistics service providers are merely struggling to fulfill the present needs of the customs, few of them can provide additional logistics services. Since the service and business scope of logistics industry is very wide; and given the constitution of Taiwanese global logistics service providers, the only solution to improve the competitiveness of Taiwan global logistics industry is to integrate the logistics industry both vertically and horizontally with the support of the information technology. This paper will discuss the integration solution and the best candidate to integrate the logistics industry. Based on the study of the development trend of the logistics industry in foreign countries and the local logistics industry analysis, this paper will discuss the future development of Taiwan global logistics service providers and explore the possibility of developing forth-party logistics in Taiwan. Observing the current status and the development trend of the foreign global logistics industry, as well as the strong needs to integrate the supply chain for local high-tech industry, this paper will present the architecture of the logistics service in aim to develop into forth-party logistics to serve the cross-strait market.

供應鏈的運作過程包含一系列的價值創造活動，這些活動乃是由許多不同的組織所負責執行，且每個活動之間存在相互影響的關係。在這一牽涉跨組織合作的價值網絡中，所遭遇的困難主要是來自跨組織互動過程中所隱藏的不確定問題，而這些問題的產生主要導因於供應鏈夥伴間的活動缺乏調和。針對供應鏈分散管控結構所衍生出的問題，近年來以資訊科技為基礎的跨組織系統 (inter-organizational system, IOS)提供了有效的解決方案。此IOS的形成，主要是認為透過IOS的應用，供應鏈組織可藉由跨組織資訊分享的力量來改善夥伴間的協調以及資源整合。而此意謂IOS的效益產生端賴系統內建的資訊分享機制能相容於供應鏈結構特徵，並能有效協助組織來因應所面臨的不確定問題。是以，建立一個相容於環境的資訊分享機制是配置IOS解決方案過程的重要關鍵，且對於供應鏈不確定的診斷在資訊分享機制規劃過程有其重要性存在。 對於供應鏈不確定問題的診斷是一極為複雜且具挑戰的任務，其須要透過一結構化的框架來協助分析夥伴間錯綜複雜的互動行為過程所隱藏的不確定因素。因此，本研究乃採用結構化的方法來製作一符合統計效度的不確定因素衡量量表，並以此量表為工具透過個案研究的方法來探索收斂組裝型供應鏈，這一特定型態供應鏈所面臨的不確定問題。在了解供應鏈所面臨的不確定問題之後，本研究試圖針對此供應鏈型態提出一資訊分享機制規劃的參考架構，藉此架構引領供應鏈運作環境中的資訊科技規劃，並依此提升供應鏈整合。 在針對個案探討之後，本研究發現缺乏妥善規劃資訊分享機制是導致個案公司目前仍難以有效因應所面臨的不確定問題之主要原因。所施行的資訊分享實務與供應鏈環境間的不相容使得其目前仍難以有效因應需求的變異以及物料供給的管控。此外，本研究發現資訊分享模式會受到所面臨的不確定問題之屬性以及嚴重性程度的影響。在收斂組裝型供應鏈的案例中，受到供應鏈結構特徵的影響，資訊分享應著重於物料供給方面的議題。因為在該型態供應鏈運作環境中，供應端的夥伴結合相對於需求端而言較為複雜，且與領導廠商間的關係又非似需求端夥伴間來的密切。是以，在收斂組裝型供應鏈中，有必要投注較多的心力於建制與供應夥伴間的資訊分享。 / Supply chain management is a complicated task because of uncertainties involved. The uncertainty that occurs in the processes of inter-organizational coordination is due to a lack of harmony in supply chain participant activities. Recent developments in Inter-organizational Systems (IOS) have contributed to the provision of IT-based solutions for harmonizing supply chain participant activities. Applying IOS to the supply chain often attempts to improve the efficiency of coordination and resource integration among participants via inter-organizational information sharing. This intention implies that the effectiveness of IOS depends on whether information sharing mechanism built into the system can fit for supply chain characteristics and can help the supply chain cope with uncertainties that disrupt the integration of the supply chain. Hence, establishing an environment-suited information sharing mechanism is critical in deploying IOS solutions, and diagnosing supply chain uncertainties is important in planning information sharing mechanism. Diagnosing supply chain uncertainties is a complex and challenging task, it needs a structural framework to support in analyzing the intricacy of interactions among supply chain members, resulting in the construction of an instrument to assist in the understanding of uncertainty-related behaviors of supply chain participants. Therefore, this study takes a structural approach to produce a validated uncertainty scale, and applies a case study approach with this instrument to investigate the uncertainty problems in a specific supply chain type, convergent assembly supply chain. After understanding the uncertainty problems, this study proposed a reference model to assist this supply chain type in planning an information sharing mechanism, leading to a well-suited IT framework to improve supply chain integration. Falling short of a sounding information sharing mechanism is central to the problems in convergent assembly supply chain based upon the findings of case studies. The incompatibility between supply chain environment and existing information sharing practices has led to the problems in demand variation and material supply. Based on the characteristics of supply chain environment, planning inter-organizational coordination and information sharing simultaneously can effectively resolve the supply chain problems. Moreover, the research results suggested that the pattern of information sharing is influenced by the scale and severity of the uncertainty embedded in supply chain. In the case of convergent assembly supply chain, information sharing is focused on issues related to material supply owing to the structural characteristics of supply chain. The combination of participants in supply side is more complex and is not familiar with the leading company as demand side’s participants. Therefore, it needs to pay more attention for establishing information sharing among supply side’s participants.

需求鏈管理著重於達成客戶的需求，以滿足客戶需求為重心設計整個價值鏈。相對於需求鏈，供應鏈管理強調整個價值鏈中物流與製造流程的最佳化。普遍來說，著重客戶服務效能的價值鏈可採用”拉式”(pull)的方法設計，而強調低成本製造流程的價值鏈則可採用”推式”(push)方法。縱然顧客導向的重要性已在管理領域被普通的提及，顧客關係管理系統也被認為是企業轉型的關鍵驅動因子之一，但仍需要實際上的個案去證實組織如何利用客戶關係管理轉型成顧客導向的組織。 首先，本研究比較了供應鏈管理與客戶需求導向管理的不同，進而選擇若干個已由供應鏈管理成功轉型為需求鏈管理的個案加以探索。在本研究中提供三個個案，藉此探討企業轉型的驅動因子、組織變革，以及轉型後的組織流程，對於顧客關係管理系統如何幫助企業轉型也提供了初步的了解。 / Demand chain management (DCM) focuses on meeting customer needs rather than on optimization of the logistics and production system. More specifically, DCM stresses satisfying customer needs with the entire value chain from marketing, sales, research through production to delivery. Supply chains, in contrast, emphasize efficiencies in the production and logistics processes. A primary focus on customer service effectiveness could imply a chain with a “pull” approach, while a focus on cost savings in production could imply a “push” approach. Management wisdom has highlighted the importance of customer orientation, and a customer relationship management system has been one of the key enablers for business transformation. However, there is a need for empirical support on how organizations adopt and transform customer-centric practices. This study first compares existing knowledge about the supply chain management and customer demand-driven practice and then testes it in selected cases in which firms have transitioned from a supply chain focus to a customer demand focus. Using three case examples, the study presents triggers, organizational changes, and the resultant processes of the firm, and it provides a preliminary understanding of how a customer relationship management system can transform a firm’s products and services, value-generation processes, resource arrangements, responsibilities, and value propositions.

由於競爭環境的變化，使得供應鏈中製造廠商與供應廠商雙方的交易關係(supplier-manufacturer relationship)有了重大的改變，由過去競爭的對立關係，轉變為合作的夥伴關係；中心廠與諸多零配件的供應商形成了一個合作的群聚，來共同滿足買方客戶的需求。台灣中小企業組成的綿密產業網絡便是一個相當好的例證，台灣產業網絡的「彈性」和「速度」特質，使台灣企業能夠在市場急速變化、壓力陡增的情況下，及時進行靈活調適，並整合體系內各種可用的資源，創造特有的競爭優勢。 本研究以個案研究的方式，選擇具動態合作網絡特性的營造業作為母體，來瞭解台灣的營造廠如何建立與維繫一個動態性合作網絡？如何進行網絡成員的分工與連結管理？本研究透過兩個實務個案分析，來瞭解動態合作網絡的分工與連結管理的前因與後果，建立觀念性架構與命題，以作為企業經營業者的參考。 營造廠的「價值活動調整」的取決會受到「環境系絡」、「技術系絡」的影響，當營造廠決定其價值活動涵蓋範疇後，將會面臨價值活動劃分的問題，要在諸多的承包商中選擇合適的對象來負責各式專業工項的執行工作，也就是要進行其「委外對象選擇」的安排，接下來最後就是依據承包商的類型的不同，於此稱之為「網絡關係管理類型」，進行分類管理，最後導致不同的「利潤模式」的選擇。 整體而言，個案公司多年來能在環境景氣循環與競爭壓力的衝擊下，不斷地成長茁壯，核心的概念在於其價值活動涵蓋範疇的動態調整彈性，方能擁有足夠的利潤，持續地追求公司的成長。當環境競爭態勢激烈的時候，就擴大價值活動的涵蓋範圍，將工程進行細部的切割，一方面可以跨過大包商直接發包給小包商，自己進行溝通協調的工作，以降低成本，一方面則可以將專業工項的設計規劃、採購活動等納入公司內部執行，減少外包佔比，提升工程利潤；當環境景氣好，訂單旺的時候，就降低價值活動的涵蓋範圍，發大包給承包商來執行，辛苦費時的整合者利潤讓給承包商，雖然單一工程的整合者利潤降低，但是由於可以承接的工程數目變多了，所以在仲介者利潤的擴大下，獲得利潤的成長。 營造廠的策略彈性，來自於其自身的價值活動調整彈性與承包商網絡的建立與維繫。該價值活動調整的彈性來自於自身能力的強弱與完備性，能力越強越完備的廠商，其價值活動調整的彈性越高；營造廠的能力可以分為整合能力與操作能力兩類，整合能力佳的廠商在價值活動細切給小包商的時候，或者在跨專業工項的承包商間的溝通協調上，會有比較好的績效，如期完成工程，減少成本支出；操作能力好的營造商，除了可以選擇性地決定是否要將專業工項相關的價值活動內製外，增加議價能力外，還可以掌握該相關工項的成本結構，控制成本支出。在承包商網絡的建立與維繫上，多元化承包商網絡的存在，除了可以讓營造廠能夠視工程需要找到合適的承包商外，還可以透過創造群與群間的承包商的相互競爭性，來降低對於單一承包商的依賴程度，也增加了承包商間的選擇彈性。 由於工程設計的差異，工程技術的變遷，營造商必需不斷地透過工程案件的執行，向具夥伴關係的廠商學習特定工項的操作知識與技能，提昇自身的能力，也將該操作知識與技能傳授給具團隊關係的廠商，也帶動整體承包商網絡能力的增長。因而，讓營造廠得以在環境競爭與技術變遷的衝擊下，獲得不斷成長的機會，也創造了與承包商網絡同步成長的機會，而得以避免整體策略彈性喪失的可能性。 最後，不同的網絡關係類型的管理代表著不同的利潤模式的創造思維，營造廠對於會員關係類型的承包商將採取採購成本最小化的模式，之於團隊關係類型的承包商將採取交易成本最小化的模式，夥伴關係類型的承包商則採最大化綜效的模式。 / Duing to the changing of the competitive environment, make the relationship between the manufacturing firm and their suppliers from competitive to cooperative. The manufacturing firm and its suppliers form a cooperative cluster to satisfy the buyer’s requirement. The cooperative network manufacturing firms build become one of the important sources of competitive advantage, therefore it’s a significant issue to the management of the cooperative network. From the practical view, the intensive industrial network organizes by the small and medium size enterprise is the important source of the Taiwan’s manufacturing advantage. The nature of flexibility and speed of Taiwan’s industrial network makes the firms could deal with the fast changing environment, and integrate the available resources of the network to create the unique competitive advantages. The industrial network also play a major role for hundred billion of the foreign exchange reserves in Taiwan, no matter what the traditional industry, such as tailoring, shoes, and machine tool industries or high-tech industry as computer, integrated circuit and electronic industries, the specialization and cooperation between industries is more significant in Taiwan than in other Asia countries, such as in Japan and Korea. Therefore, it’s an important issue to know the manufacturing firms how to build up and maintain their dynamic cooperative network and how to do the job assign and the leakage management among members of network. From the theatrical view, the early researches in the intra-organizational cooperative relationships is focus on the dyadic relationship to explain how the power and trust influence the cooperation, maybe how to gain the competitive advantage based on the relationship further. As we know manufacturing firms will exchange their resources with many suppliers, they always make the strategic decision from the holistic view of the network, not the dyadic view. Miles and Snow (1984) argue that the traditional organization will be disaggregated vertically, the way of integrating all the functions in a single organization will be instead of dividing into many independent firms to execute coordinately. They said that a successful company should integrate and coordinate their network members dynamically to achieve the customer’s need. Recently Bovet and Martha (2000) emphasize the important of building the value creating system to support the customer’s need agilely, the network of value system is different from the production line relationship of traditional supply chain, it start by the customer’s need, the manufacturing firms which interconnected with their suppliers, strategic partners, customers, exchange with the network member to acquire the resources they need, such as economic assets, knowledge, intangible benefits, to satisfy the need of customer (Allee, 2000). This study tries to figure out how the manufacturing firm build up and maintain their network dynamically, how they do the job assignment and linkage management, by case study. The two cases selected from construction industry are suitable to present the dynamic network management, by cooperating the two cases, this study establish the conceptual framework and propositions for the reference of managers.

本研究在探討汽車零件商智慧財產相關議題與經營模式，汽車產業長久以來屬一個封閉的產業，傳統的供應鏈一直以來由製造商所主導，由中心廠根據其設計理念、市場需求、法規規範，安全性與舒適性及環保等多功能需求下，制訂規範與認證方式。儘管各車廠的認證體系與規範各有所不同以及零件商之屬性不同，對於汽車零件供應商來說，共同特點即無論是何種零配件的開發設計與製造，光是簡單的模具設計，動輒開發費用就需五、六百萬，以及經過連續性的試產與樣品送至中心廠之研發測試中心與第三單位等種種繁雜的與冗長之程序認證，這場競賽就像是馬拉松式之賽跑，需要高精密技術、資金、與人力密集。 由於全球化之經濟組織例如WTO引導市場逐漸開放，中心廠採購逐漸以全球市場為採購導向，專屬零件商之模式已不存在，台灣廠商由於全球化一則可藉由此一潮流拓展市場版圖，二則所面臨到的危機不再只是歐美等技術專業大廠，廠商原本慣用的低價之紅海策略，已不敵新興國家或是中國大陸挾帶著廉價人工及土地、水電等之成本優勢。 綜觀台灣的零件商，有多年產業經驗，這些寶貴的無形資產包含研發、生產know-how、以及客戶關係與管理等等，然而，觀察智慧財產長久以來不被台灣的汽車零件商所重視與輕忽之下，往往無形資產之流失，實在可惜，導致許多傳統企業，所面臨的是在人員的替換之下，呈現技術斷層。在內憂與外患之雙重威脅下，如何提升台灣傳統產業，以創新之專業知識為主，台灣豐富之產業經驗為輔，找出一條藍海策略，將是本研究起草之動機。 本研究以汽車零件-鋁輪圈為案例分析，由如何通過嚴格的認證進入汽車產業，成為供應鏈體系下之家族，並經由輪圈之開發、結構以及製程等技術，探討其智慧財產之相關議題，運用創新經營之方式於核心技術下做智慧財產之管理，在OEM/ODM之代工模式下或是自由品牌之模式作品牌之規劃與管理。 欲瞭解鋁圈產業之生態，必定先介紹汽車產業之整體規模與情形。 一、汽車產業之生態 本研究發現，近年來，原本百家爭鳴之汽車品牌，藉由整併進而共用品牌且整合資源之優勢下，增加市場之市佔率、提昇技術、增加品牌之價值，也因交叉持股或併購而達到多角化之經營。因整併所造成的優勢如下： （一） 供應商因增加經濟規模，增加營收。 （二） 供應商遵循之各車廠規範與認證方式，汽車廠也因整併之故，統整其規範，供應商也因此減少其開發與管理成本。 （三） 藉由中心廠之整併，供應商由原先之供應鏈體系進而擴展其新市場。 未來可見的是歐美地區車市漸趨飽和之下，新興之中國市場與印度市場，也因政府之開放與需求量遽增，將成為下一個汽車產業之後起新秀。 二、汽車供應鏈體系複雜且長 汽車零件銷售管道，主要可分為OEM，由車廠與成車一同銷售，或與保險公司或零售業作自由品牌之售服零件。本研究將針對兩種不同方式的認證與合作模式，作一系列之套探討，並以輪圈業為輔助說明。 由原物料之管理至產品製造，物流之配送，實屬高度垂直整合之行業，本研究將剖析汽車產業供應鏈，延伸探討其價值鏈，並以輪圈產業作為個案分析，探討如何管理與整合不同層次之供應商，以及對於輪圈廠如何創造有利之價值鏈，並作垂直整合或是企業聯盟之方式。以降低交易成本並減少其零組件採購之交易風險。 三、輪圈市場智慧財產行銷與管理之現況 本研究以輪圈個案作為智慧財產經營為案例，探討專利佈局、行銷策略、市佔率之分佈等等。國外專業大廠貫以專利做其技術保護方式，然而由專利分析可發現有些歐美專業廠在過度專利化情形下，反而將公司內部之機密洩漏及不當之公開，而導致競爭對手有機可乘，反觀台灣，有些廠商不重視核心技術而導致競爭力之流失，或是實施營業秘密之予以保護，但無完整支配套措施導致技術外流時有所聞。 因此，本文將藉由台灣之兩大輪圈廠為例：巧新科技與源恆工業，兩家個案不僅是值得探討的輪圈個案，更是台灣典型的傳統產業之廠商，由個案廠商來解析台灣輪圈產業於國際輪圈業之市場定位;源恆工業進入輪圈市場已近三十年，藉由國內中心廠與國外之大廠接軌，以成熟之鑄造技術聞名輪圈業，但近十年來由於大陸與印度廠商挾著廉價之人工與材料，帶給源恆工業之威脅，侵蝕原本之市佔率與產品毛利，本研究將剖析此個案之競爭優、劣勢，並剖析在已發展成熟之鑄造技術下，源恆工業如何利用原有之智慧資本，例如選擇產品難度偏高但毛利較高之產品、經營自有品牌、或是以自有之豐富經驗協助新興地區建廠做整廠輸出之服務性等業外收入，以創新方式，有別於大陸廠商繼續生存。 巧新科技以鍛造高爾夫球頭起家，近五年來轉型為汽車零件商，於今年更獲選為未上市股營收前五十強之排行榜，以技術門檻高贏得先機，如何維持此競爭優勢，以保存無形資產之管理，將是本研究之重點。 儘管智慧財產之管理行之有年，輪圈業也因法規與客戶之需求，創新之技術日新月異，許多長久之know-how 並未妥善之管理，輪圈業者今後需加快建立完整的智慧財產管理，並實際應用其作為行銷之手法。 試圖由研究個案建立起一套完整的管理流程，針對核心技術之管理與行銷之商業模式，建構流程和步驟。並延伸將核心技術受專利或營業秘密保護之後，對內以技術人員專門管理之規範，對外以專利，內部know-how 進而經營輪圈業之品牌。 / This research aims to discuss the intellectual property management in automotive industry. For a long time, the value chain of automotive industry is controlled by the automotive manufactures. Specification and plant certification are different according to each manufacture’s requirement, such as market, regulations, safety and so on. However, it needs to takes lots of time and money to be the one of the automotive family. This expensive prolonged process involves high technology, investment and man-power. Besides, the international market becomes open under the influence of many global economic organizations, for example WTO. Therefore, the Taiwan’s suppliers are the threatened by not only the US or European’s suppliers, but also the China or India suppliers with cheaper labor cost and raw material. Taiwan’s suppliers had abundant experiences, including R&D, know-how and customer relationship management. However, those intangible properties were ignored for a long time by most suppliers and the information was not treated as important trade secrets and preserved properly. Those suppliers are situated in a crucial moment. From one side, the prices competition becomes intensified in the market. From the other side, without proper preservation, there will be a gap of professional technology in the company. Therefore, this thesis will focus on how to promote Taiwan manufacture industry on the basis of the abundant experiences of Taiwan and develop a route into the blue ocean strategy. This research will be focus on the automotive suppliers. We will apply alloy wheel industry as case study. The thesis will describe how a company can pass the certification and participate in the group of automotive family. Besides, the discussion will connect product R&D, wheel structure, and production technology to brand management. How to make innovations into intellectual property and the IP management would be the main concerns of this research. Before the discussion on the wheel industry, we will need to know about the current condition of automotive industry. A. The automotive industry The research discovers that the automotive market were controlled by the biggest ten automotive manufactures due to company merger and acquisition. The action of merge and acquisition can increase the market share and the brand value and bring new product technology by sharing trademark and resource to the manufactures. The merger and acquisition by manufactures also changes the supplier’s situation and bring suppliers the following success in the future: 1. The supplier increase the sales due to new market expanded. 2. The supplier could decrease the management cost of specification and certification due to the merger and acquisition between automotive makers. 3. The supplier increases its market share due to the manufacture’s merger. Besides, China and Indian will become the biggest market of automotive industry because of the economic growth in both countries. B. The supply chain of automotive industry is long and complicated. The sales channels of automotive components can be divided into two ways, OEM and After Market. This research will explain the different certification and collaboration between those two ways and apply alloy wheels as case study. The automotive industry is a highly vertical integrated industry from the raw material management to product logistic. This research will elaborate the automotive supply chain and further discuss the value chain between tier 1 and tier 2. We will also discuss about how to manage the supply chain and to create profits from the value chain. It can be done through the decrease of the exchange cost, the purchase low-risked components, the vertical integration of industry and the joint venture. C. The intellectual property management in alloy wheel industry In this research, the patent strategy, marketing management and market share of each alloy wheel manufacture will be analyzed to elaborate the patent situation of alloy wheel industry. Form the analysis, we can find that over-filing patents in some American alloy wheel manufactures caused the disclosure of trade secret to their rival companies. On the other hand, some Taiwan suppliers ignore the protection of intellectual property. As a result, their core competence will not be developed. This research will choose two famous alloy wheel companies, Super Alloy and Rosta as case study. Both companies are typical companies of traditional manufacturers in Taiwan. From the analysis of the two cases, we can understand the position of Taiwan’s suppliers of the world. The Rosta Group has been in the alloy wheel industry over 30 years. It maintains its international business through the connection with foreign manufactures. Except for the customer relationship, the excellent foundry technology is well-recognized by its customers. However, in past 10 years, China and Indian suppliers offer cheaper price by their lower manufacturing cost. The low cost strategy brought the impact of the market share and original profits of Rosta Group. The research will analyze the Rosta Group by SWOT. The advantage of Rosta group will be its abundant experience and excellent production technology. How to transform the intangible capital into the profitable intellect property will be the main concern of this case study. The thesis suggests to choose the products of higher production technology and high profits, to well apply the trademark value or to offer technology consulting for new suppliers who want to start its alloy wheel business. The conclusion will be a advice of the market strategy for Rosta Group to differentiae from China suppliers. The Super Alloy was a manufacture of golf iron head in the beginning. In 2003, it started its automotive business. The Super Alloy is strong at its forge technology. It was also chosen as the best 50 profit private companies in 2008. How to maintain the competency and manage the intangible asset would be the key point of this case study. Though the concept of intellectual property has been promoted for years, it is more practiced in the high technology industry. For the alloy wheel industry, the know-how of design, structure and production technology was not maintained and managed properly. It is suggested that the wheel suppliers should develop an intellectual property management and apply it in marketing strategy. Through the case study, the thesis will try to build a complete managing process of intellectual property, step by step, including protection of core technology and marketing strategy of business model. Besides, the trade secret management, the patent management, the management and promotion of trademark will also be involved in discussion.

隨著工業發展而產生的環境污染問題，促成了綠色供應鏈管理的提倡，尤其歐盟公佈危害物質禁用指令 (RoHS) 和廢電機廢電子設備指令 (WEEE) 的法令，讓企業對於環境保護的責任要盡更多心力。在現有供應鏈上加入綠色的考量，對於公司而言勢必是一種新的挑戰與壓力，這中間存在著許多的不確定性，風險也變得越來越複雜，在經營的過程中不可能完全去除風險，一個不利事件的發生會使得企業在營運、績效表現、成本、品質上，造成負面影響及損失，因此對於風險更應該站在事先預防的角度來管理它。如果能適當地評估，依據風險對於公司的重要性、潛在反應及其嚴重性，得知風險控管的優先順序，才不會將資源浪費在發生機率很小、影響程度不大的風險因子上。 綠色供應鏈的實施會關係到上下游廠商，是一種整合、全面性的作業活動，從上游的採購原料、製造過程、到下游的回收動作，都必須要有綠色的考量，需要彼此互相整合才能成功實施，這當中也會產生許多的問題。由於危害物質限用指令 (RoHS) 有規定八大類的電子電機產品限制使用鎘、鉛、汞、六價鉻等物質，會影響到採購和製造階段；而廢電子電機設備指令 (WEEE) 有規定回收率和與回收再利用率，會影響到企業的回收階段。因此從不同角度出發，找出企業在綠色採購、綠色製造、回收當中，不同階段中可能衍生出的風險因子，如此才能做到完整的考量。 本研究建立整體的綠色供應鏈風險評估模式，探討企業在實施綠色供應鏈可能所衍生的風險，找出影響的風險因子，並透過失效模式與效應分析(FMEA)，加入模糊語意概念、灰關聯分析的方式，針對風險因子可能所帶來的嚴重性、發生度、難檢度進行分析評估，藉由計算出的風險值，可以排列出風險因子的風險大小，讓企業能知道控管的優先順序。 / Along with the industrial development has brought the environmental pollution question. Therefore green supply chain management was promoted. European Union announces the WEEE directive (Waste Electrical & Electronic Equipment) and RoHS directive (The Restriction of the use of Certain Hazardous Substances in Electrical and Electronic Equipment). These regulations make manufactures & retailers take charge of environment protection. The green consideration will be subsumed into the supply chain. It’s a new challenge and pressure for company. Because green supply chain management implies uncertainty, the risk will be become more and more complex. The company couldn’t remove risk. The occurrence of harmful event may cause cost, quality, performance negative affection and financial failure. The company should manage risk in advance. If the company can appropriately assess risk, according to the importance, severity, occurrence of risk, the company will get the priority of risk control, we won’t waste our resources on the risk that the occurrence probability is very small and influences degree is not very great. To implement the green supply chain will influence supplier, manufacturer, recycler and Name Brand Vendor. It’s a conformability and comprehensive activity. From supplier purchase raw material to Name Brand Vendor recycle the product, they all need a green consideration. They need the mutual conformity, so they can successfully implement the green supply chain. The RoHS has already ruled the restriction that Electrical and Electronic Equipment are limited to use Lead, Cadmium, Mercury, Hexavalent Chromium, Polybrominated Biphenyls, etc, and therefore will influence the purchase stage of business and the manufacturing stage of business. The WEEE regulation include recovery rate and recue/recycling rate, so will influence the return stage of business. We should assess risk from the different viewpoint, and find out risk factor of the purchase stage, the manufacturing stage of business, and therefore we can have a complete consideration. This research constructs the risk assessment model for green supply chain, and probes into influential risk factors when the company implements the green supply chain. This study based on Failure Mode and Effects Analysis (FMEA) that combine fuzzy set theory and grey theory, to analyze severity, occurrence, detection of risk factor. Results of this study show that risk value of risk factor, the arrangement of risk factors and the priority of risk control.

本研究以製鞋業為例探討產品與經營模式創新，探討問題包含廠商對於製鞋產品概念如何形成、產品與經營模式創新的方法與來源，而經營模式方面，廠商如何透過顧客價值主張的重新定義，重新設計利潤公式，藉由掌握關鍵資源與關鍵流程而達到經營模式創新的目的。 本研究以美國製鞋公司Crocs為代表，Crocs從水上活動的使用情境，從身為「先驅使用者」發掘未被滿足的市場機會，並掌握Croslite專利塑料所有權與應用能力，將材料廣泛與其他傳統材料混和應用於鞋類或其他用途，並且嘗試提供消費者一種生活風格的提案，做為所有產品設計的核心概念，透過市場使用者參與產品創新，而發掘出如Jibbitz等新市場機會，進而強化顧客價值主張。 另一方面Crocs打破傳統製鞋業經營模式，以向異業學習的方式，利用高階經理人來自EMS科技產業的經驗，習得快速回應市場需求的經營精神，從外部輸入經營模式必要的關鍵資源與關鍵流程，改變其供應鏈與銷售方式。而Crocs產品基於生活風格的展現、材料舒適性多元創新與具彈性的經營模式，成功反應在產品廣受市場歡迎、產品毛利高達20%，以及美國NASDAQ上市上櫃等現象，堪稱近年來製鞋業奇葩。 因此透過本研究整理分析後發現： 一、企業可由使用者的「使用情境」，瞭解市場中「先驅使用者」尚未被滿足的需求，並擷取先驅使用者對產品的想法，該想法時常展現在先驅使用者的「生活風格」中。 二、企業在產品概念形成時，若產品的技術與結構成長空間有限，則元件的關鍵資源取得，「模組式創新」將成為企業經營模式與競爭的基礎。 三、「使用者參與」是企業產品創新的重要來源，使用者可提供企業意想不到的功能改進方式與發展空間，讓使用者共同參與產品創新，強化顧客價值主張，並且利用「外部知識輸入」增加關鍵資源、改進關鍵流程。 四、企業應根據其經營目的，重新檢視其價值鏈，必要時應跳脫產業缺乏效率的規則，以改進其經營效率，例如供應鏈系統與銷售方式的改變。 五、企業是否擁有「專屬技術」、「產品知識」與「材料應用能力」是影響產品創新的關鍵。另一方面，企業應提供消費者以「生活風格」為基礎的產品或服務，可藉由「設計單位的背景」來實現，先訴求產品機能性，再進一步做產品外觀設計，才能成為最終品牌經營的基礎。