摘要 臺北市政府順應世界潮流，推動公共事務委外，為達成撙節人力與預算支出，於民國八十九年率先將公園附設游泳池委託民間經營管理。然民國九十六年卻發生承包商中途歇業、游泳池關門以及新的標案無廠商投標的現象。 本研究主要目的在探討臺北市公園附設游泳池委託經營所面臨的問題，並就經營困境提供改善方案建議。本文應用之理論為公共選擇理論、交易成本理論、代理理論和公私協力理論，採用文獻分析法、深度訪談法及參與觀察法，探索臺北市政府轄管之公園附設游泳池經營管理之最佳模式。 經研究分析發現管理機關未嚴格依契約執行、未建立退場機制、低使用率之游泳池競爭力薄弱、法令限制多、游泳池缺乏活化以及未妥做政策之可行性評估等因素為之前委外經營失敗之原因。 經歸納後提出下列建議：(1)契約訂定要嚴謹並嚴格要求應依契約執行；(2)要建立退場機制；(3)加強監督以提高服務品質；(4)主管機關法令定位要明確；(5)審慎評估將使用率低的游泳池關閉或轉型；(6)確實做好可行性評估和先期規劃；(7)建置彈性的招商機制與強化自主的履約管理；(8)利用既有優勢，提高競爭力；(9)將使用率高有競爭力的游泳池優先更新；(10)應確實檢討委託經營政策；(11)加強教育訓練，提升專業能力；(12)應確實做好市場調查。 / Abstract Following the global trend of promoting the outsourcing of public affairs in order to reduce human resources and budget expenditure, Taipei City Government has contracted out park swimming pools since 2000. Then it happened that the contractor went out of business halfway and closed the swimming pools in 2007. Furthermore, no new tenders bided for the successive contract. This study aims to investigate problems of by contracting out Taipei City Government park swimming pools, to provide proposals to mitigate difficulties in outsourcing business operation and to explore the best mode of park swimming pools management. The theories used in this thesis include Public Choice Theory, Transaction Cost Theory, Agency Theory and Public-Private Partnership Theory. Study methods used include document analysis, in-depth interviews and participant observation. The study found that the followings are causes of failure in the previous outsourcing project: the administrative authority did not enforce strict accordance with the contract, exit mechanism was not established, some low-usage swimming pools were less competitive, there were too many legal restrictions, swimming pools activation was not sufficient and feasibility study of outsourcing policy was not well performed. The following recommendations are summarized: (1) Rigorous contract terms and strict execution in accordance with the contract; (2) Establishing exit mechanism; (3) Strengthening supervision in order to improve service quality; (4) Establishing clear regulations; (5) Closing or transforming low-usage swimming pools; (6) Well-performed feasibility assessment and preliminary planning; (7) Building flexible outsourcing mechanism and strengthening self-compliance management; (8) Improving competitiveness by using the existing strengths; (9) Renovating competitive high-usage swimming pools as top priority; (10) Reviewing outsourcing policies exactly; (11) Strengthening education and training to enhance professional skills; (12) Well-performed market research.

根據Canalys公司2014年所發布的統計資料，全球智慧型手機的年出貨量由2011年的5億支，預估到了2018年將會成長到18億支，2013 – 2018的年複合成長率高達12.9%。接下來幾年市場主要的成長力道將會來自以中低階手機為主中國、印度、中東歐及東南亞等新興國家。 在此同時，聯發科以及高通等晶片供應商，採取「公版架構(Reference Design)」的策略提供Turn-key Solution，大幅降低了智慧型手機的設計與製造難度，智慧型手機發展到今，產品及業界供應鏈生態已趨於成熟，對於供應鏈以及製造成本的掌控，成為廠商獲利與否的重要關鍵因素。 個案公司曾在2011年寫下EPS 73元的台股高獲利紀錄，但在2012年驟降為EPS 20元，並於2013年產生虧損。本研究將先以Porter（1980）提出的五力分析法針對手機產業進行分析，以瞭解智慧型手機的產業特性及智慧型手機業者近幾年獲利能力分配驟變的原因，同時分析五力如何影響智慧手機業的經營策略。 隨著產業結構的更迭演進，越來越多學者嘗試採用「互補」的角度來思考「競爭」，不再執著在搶食市場固定大小的餅，而是藉由適度的競爭與合作，把市場的餅做大。本研究將採用Brandenburger與 Nalebuff（1996）所提出的競合理論及價值網(ValueNet)理論，試著探討手機產業如何依據供應者、顧客、競爭者與互補者四種角色，同時融合競爭與合作兩個層面的思維，透過改變賽局的五個要素（又稱PARTS），亦即參賽者（players）、附加價值（added value）、規則（rules）、戰術（tactics）與範圍（scope），來探討H公司的委外策略，藉以提升H公司的獲利能力。 / According to Canalys 2014 research, global smartphone shipments will grow from 500 million units in 2014 to 1.8 billion units in 2018. The CAGR from 2013 to 2018 is 12.9%. Major growth will come from mid-entry level devices in emerging countries like China, India, Middle East and South East Asia countries. At the same time, Turn-key solution from MTK or Qualcomm has lowered the barrier to smartphone industry hugely. The key profit factor for key smartphone companies rely on good control of supply chain and BOM cost. H company has created the record of EPS NT$ 73 in 2011 but dropped to NT$20 in 2012 and started to lose money in 2013. This research will start from 5-force analysis by Porter (1980) and then adopt Coopetition and Value Net theory from Brandenburger and Nalebuff (1996) to explore a better outsourcing strategy for H company in order to lift it’s profitability.

近年來台灣製造業委外代工至大陸已是十分普遍的現象。從國外購買中間財貨、到國外設立跨國公司、購買國外製成品以國內的品牌進行銷售、或到國外找尋特殊投資關係合夥人等，都包含在委外代工的定義內。委外代工帶來了二個值得探討的議題：第一是委外代工對勞動市場的影響，包括失業問題和相對薪資的變化；第二，委外代工和經濟邊緣化問題之間存在尚未澄清的關聯，例如委外代工是不是會導致台灣經濟邊緣化、產業空洞化？因此，本論文分成兩大獨立的結構分別討論上述問題。 關於委外代工對勞動市場的影響，文獻上大多觀察下列現象（Feenstra and Hanson, 1995; Wood,1995）：製造業的就業規模是否縮減、整體製造業的技術勞動就業比例是否逐漸增加、整體製造業的非技術勞動就業比例是否逐漸下降、以及技術勞動和非技術勞動之間的薪資差距是否也逐漸擴大（反應出就業比例的改變）。本文對台灣的勞動市場進行研究，的確發現上述現象的產生。根據研究結果顯示，政府沒有理由限制傳統產業外移到大陸，反而要創造更好的高科技環境，積極地留住台灣的高科技產業。亦即，不同的產業需要不同的產業政策加以因應，雙向產業政策將是需要的。例如傳統產業，政府可以將政策提升到「委外代工國」的立場考量，讓獲利率低、生產不效率的產業委由大陸製造；對高科技產業政策政府則可試著採取「被委外代工國」的立場，積極創造更科技的產業環境，留住台灣科技產業和保住台灣科技產業代工王國的版圖。 對委外代工與台灣邊緣化議題的探討，主要源起於泛藍和泛綠在兩次總統大選中的兩岸政策的爭議─是否要「三通」。事實上，針對台灣是否會被邊緣化兩大陣營均尚未整理出一個完整的說明。透過Krugman and Venables（1995）模型闡述可以清楚地了解：邊緣化只是運輸成本下降的一個過程，不會是最終的結果。同時，運輸成本的下降並不是會造成邊緣化的唯一決定因子。產業關聯性和產品之間的替代程度都扮演相當重要的角色。因此，對不同產業設定特定政策才能達到抗邊緣化的效果。 / Outsourcing is the current trend between Taiwan and Mainland China in recent decade. Inclusive of importing intermediate inputs, setting up multinational firms, purchasing final goods produced abroad, outsourcing brings two topics worthy to discuss. My thesis is structured into two independent projects: one is to discuss the effects of outsourcing on unemployment and changes in relative wages, and the other focuses on the issue of whether outsourcing leads to Taiwan deindustrialization. The main findings in the first project are consistent with the major conclusions suggested by several studies（Feenstra and Hanson, 1995; Wood,1995）that: declining share of manufacturing employment in total employment, increasing share of skilled workers’ in total manufacturing employment and in total wage bill, while the converse in unskilled workers. Therefore, we have no reasons to limit the unprofitable and traditional industries to move out. What we should do is to develop and expand the higher-skilled sector and to encourage high-technology industries to upgrade the production with the most comparative advantage. Different industrial policies applicable to different features of each industry are necessary. To announce a rough and uniform policy will probably do more harms than goods. What unearthed from the second project is that concerns of economic periphery voiced by Pan-KMT and Pan-DPP alliances did not tell the full story. Krugman and Venables（1995）can be applied to show that economic periphery is just one of the points in the process of a dynamic development with reducing transportation cost. Besides, transportation cost is not the only contributor to “core and periphery” pattern. Share of intermediate input and elasticity of substitution for manufactured goods are also playing important roles. Therefore, different industries should be applicable for different policy arrangement.

近年在信託業法及「證券投資信託及顧問法」三讀通過後，受託銀行的責任在法律上有明顯規範，受託銀行有監督基金經理公司，維護投資人權利的責任，除了負有損害賠償責任外，也有刑事罰則。本文研究的問題為國內保管銀行現今服務能力是否可以達到法律的規範？該如何從國外全球保管機構或受託機構中，尋求學習或合作的解決之道？政府及相關公會該如何在制度上更加公平完善，使得受託機構與基金經理人的權利義務產生制衡（check-balance），此對基金業長期健全的發展很重要。 國外保管銀行在保管業務的發展領先國內業者數十年外，已處於專業技術成熟的階段，隨著經理人跨國投資的需要，證券多元跨國掛牌，及業務標準化與證券識碼及電報傳輸的統一化，國內保管銀行在全球化潮流，朝著國外的後程，而無法自成一個封閉的產業，繼續以現行的作業方式運作，學習現行國際保管銀行的運作是必然發展之路。 本論文選擇以保管服務為其主要的業務的機構，也是全球最大的保管銀行--道富銀行，為主要的個案研究。該行以保管及資產管理為其主要業務，總信託資產為9.5兆美元，管理資產1.4兆美元，2004年手續費收益佔總收益的82%，是一個經營績效相當良好的保管銀行，從2001年起的過去二十四年來，每股盈餘每年皆有二位數字的成長率。過去10年（1994~2004）每股盈餘年複成長14%，其間保管資產由1.7兆成長至9.5兆。 本文希望藉瞭解全球保管銀行及信託公司之實務作業及全球保管銀行產業之現況，瞭解全球保管銀行（Global Custodian）、次保管銀行（Sub-custodian）、受託機構（Trustee）及基金事務機構（Fund Administrator）的角色及其服務的區分，並比較我國保管業務的服務內容，及目前發展的瓶頸。 國際上保管銀行業務大致分為三大型態：全球保管銀行、次保管銀行以及信託公司或受託銀行兼任基金事務機構，當討論的服務內容時，保管銀行的角色不同時，對服務的內容就不同。全球保管銀行，以提供單一窗口，由其整合各地次保管銀行，達到全球網絡，標準化及效率為主要目標，客戶大多為機構法人、保險公司、退休金或傳統基金等標準化產品。次保管銀行業務（sub-custodian）或區域型保管銀行為各地實際負責交割結算的保管服務提供者，多擔任全球保管銀行的次保管銀行。信託公司或基金事務機構則以提供客製化基金事務或避險基金為主，專長在提供全套基金服務，包括淨值計算，基金會計、複雜的績效評估，避險基金中涉及的衍生性產品的評價及控管。 國內保管銀行面對「證券投資信託及顧問法」中信託責任及投信基金投資更多元化等市場重大變革，其中投資監管、資產評價及處理衍生性產品的能力更是作業上難以克服的挑戰，信託業幾度透過信託公會及投信投顧公會協調，試圖在定型化契約及保管銀行收費上取得平衡點，但爭議仍不斷，在保管銀行強烈反應的背後，除了收費不合理外，實務上，保管銀行的作業無法在短時間內由原來委任責任變成承擔信託的責任，最主要的原因為受限於系統的改善不易。一直以來，投信選任保管銀行以保管的通路及包銷為標準，而不是保管銀行的服務能力，此業務導向及過去委任法律關係的歷史背景，再加上保管費收費太低及基金規模經濟不易達到，保管銀行在服務能力的提昇缺乏支援。 從分析國外保管產業可知：大型保管機構的業績成長穩定獲利成果傲人，但背後系統再投資成本驚人，產業完成競爭，大者恆大，國內保管機構受限系統公司及技術能力，面對服務能力與法規要求的鴻溝，需要時日及規模經濟的收益來支持，現階段若只是覆核投信的報表，保管銀行的系統無法提供評價、警示功能，並無法完全達到投資監管及控制業務風險。未來我國保管銀行後續發展的方向必須尋求與國外受託機構學習或合作為解決之道。

在委外代工與採購的垂直交易結構中，供應商關係管理是廠商垂直整合策略中重要的決策。中心廠若能與提供關鍵要素的主要供應商維持緊密的合作關係，可發揮降低營運成本、聚焦組織核心能力之策略性效益，但若過度依賴特定的主要供應商，則可能導致供應商優勢的發生，並陷入非對稱依賴交易結構中所產生的套牢風險。實務中常見的管理問題，即在於如何維持交易關係的彈性，避免被特定供應商所套牢，並維持雙方的合作關係的穩定與發展。本研究從中心廠的角度，探討在與主要供應商之間，高度互賴且非對稱的交易關係中，中心廠如何避免套牢風險，並提高與主要供應商之關係彈性。 本研究透過廠商個案研究中歸納中心廠對於與主要供應商之間的關係管理機制，以降低主要供應商之移動彈性、增加中心廠本身移動彈性為主要的策略邏輯。個案研究顯示，關係深化、價值深化、關係探索等關係管理策略，透過降低主要供應商移動彈性，藉以增加雙方互賴程度；價值深化、關係探索、結構探索等關係管理策略，則致力於提高中心廠本身的移動彈性，增加本身可選擇空間，並降低對主要供應商之依賴程度。 本研究接著以我國紡織業與資訊業為對象進行廠商問卷調查，採取結構方程模式分析250份樣本資料，驗證12項研究假說。實證結果支持8項研究假說：主要供應商移動彈性與中心廠認知合作績效呈負相關、中心廠移動彈性與中心廠認知合作績效呈正相關。關係深化、交易價值深化、關係探索等三項關係管理策略，與主要供應商移動彈性呈負相關；交易價值深化、結構探索兩項關係管理策略，與中心廠移動彈性呈正相關。 本研究結合交易成本、資源依賴、廠商行為等理論觀點，以中心廠及主要供應商雙方的移動彈性作為組織間關係之決策準則，探討中心廠與其主要供應商之關係策略與管理作法，並進行理論意義與實務意涵之討論。 / Managing the transaction relationships with the key supplier is a critical decision related to vertical integration. The previous literature suggest that a firm can achieve the strategic benefits such as reducing operation cost and focusing on organizational core competence through outsourcing, while maintaining a close cooperative relationship with the key supplier who provides essential key factors such as key components or key material. However, focal firm may also hold-up by the key supplier when it over-dependent on the opposite site. Therefore, the practical puzzle is how to maintain flexibility of relationships in vertical transactions as well as to avoid hold-up by specific key supplier and to extend the transaction stability with the key supplier. Standing the view of focal buyer, the study explores two related questions: how to avoid hold-up problem in an asymmetric buyer-supplier transactions, and, in the ex post transaction, how to increase relational flexibility in highly interdependence situation. The dyadic transactions between focal firm and its key supplier are the units of our analysis to confer with the managerial mechanism of key supplier relationship. The study conducted interviews dozens of Taiwanese firm as case studies. We model an exploration-exploitation framework adopted by focal firm adapt to ex post asymmetric interorganizational relationships. Thus we see two behavioral mechanisms: reducing key suppliers’ mobility of flexibility through relational exploitation as well as exploration on transaction value and relationship for reinforcing interdependency in dyadic transactions, and, increasing focal firms’ mobility of flexibility through structural exploration as well as transaction value exploitation so as to diminish the dependency on the key supplier and heighten alternatives to cooperate with. Using structure equation modeling approach, research hypotheses are tested on a sample of 250 focal firms established in Taiwan. We found the positive relationships between focal firms’ mobility of flexibility and cooperative performance perceived by focal firm, and, the negative relationships between key suppliers’ mobility of flexibility and cooperative performance perceived by focal firm. Empirical results confirmed the negative relationships between key suppliers’ mobility of flexibility and focal firm’s exploitation in relationship and transaction value as well as relationship exploration. The positive relationships between focal firms’ mobility of flexibility as well as structural exploration and transactional exploitation were also supported. The study develop a theoretical extension based on the transaction cost theory, resource dependence theory, and the behavioral theory of firm. We also address dyadic mobility of flexibility as the decision criterion for balancing exploration and exploitation in the interorganizational relationship. These findings provide theoretical and managerial implications for vertical coordination in supplier relationship management in particular.

近年來服務創新風起雲湧，由服務科學在世界研究之進展，可以看出「服務科學」將成為下一個熱門學科的風潮。國內外著名大學或研究中心投入甚多資源於服務科學之研究與人才培育，就算是製造業，對於服務的提供亦是相當重視，希望透過服務增加價值、強化競爭力，以利與同業進行對抗。因此在現今服務相關的學術領域中，如何透過服務創新以強化競爭力就變得是重要的議題。 本研究以服務創新為架構針對流程差異化進行探討，選擇我國筆記型電腦代工產業進行研究，期望能幫產業找到出路，也為服務創新開創新猷。我國筆記型電腦代工產業由於對於國際大廠之忠誠度與服務滿意度均獲肯定，是故世界上有90%的筆記型電腦代工均是由我國廠商進行，本研究以服務創新解析筆記型電腦產業，進而了解其流程差異化對於競爭力之影響。 本研究將使用Rob Bilderbeek與Pim DenHertog等學者於1998年8月發表之論文中指出服務創新的四個構面進行個案撰寫，素材則是深度訪談與次級資料並用，個案的公司是我國筆記型電腦第一大廠－廣達電腦（Quanta），以及由研究者立意選的華宇電腦（Arima）與精英電腦（Elitegroup）。最後將產業分析與個案分析進行比對，做出本研究之結論與建議，並針對流程差異化在筆記型電腦產業所引發的服務創新相關議題進行省思。 / The service innovation in Taiwan has been thriving in recent years. With the development of service science, we can see its future potential to be the next trend of popular study. Many famous colleges and research centers all over the world invest a lot in research of service science and the cultivation of the experts. Even a manufacturing industry will put a high emphasis on its services. They hope to compete with their counterparts by adding the value and strengthening their competiveness through service. Therefore, how to strengthen competitiveness through service innovation has become an important issue. This research will use service innovation as a framework to discuss process differentiation, expecting to find much more profound thoughts of innovation services and then open a new gate for industry. Taiwan’s notebook computer fundry industry composes 90 percent in the world market thanks to the acknowledgement from global brand-names in terms of loyalty to the brand and satisfaction of service. This research will analyze the notebook industry from the aspect of service innovation and then the effect of process differentiation has on competitiveness. Rob Bilderbeek and Pim DenHertog’s essay in August 1998 discussing service innovation in four dimensions are used in my essay, which are: new service concept, new client interface, new service delivery system and technological options. Interviews in depth and secondary data will be used at the same time. The case studies included are Quanta, Arima and Elitegroup. Quanta have the largest scale in Taiwan notebook industry which may be resulted from their service innovation that enhances their competitiveness. Through their case, I hope to find the edge of those similar companies in Taiwan. To sum up, this research touches on the innovation services especially of notebook computer industry. Comparing industry analysis and case study can lead us to think about the following issues: whether service innovation is easy to be come up with, whether there are too many similar aspects in this industry, what competitive situation or custom can lead to such a desirable result, and how we can deal with the problem when there are too many people doing the same thing.

自1980年代新自由主義興起後，在民營化、勞動彈性化席捲全球的背景下，業務委託不僅在公務機關(構)內成為常態，勞務委外更是政府用以節省人事成本的重要手段。另方面，為保障公務機關(構)受僱者之勞動權益，行政院勞工委員會以96年11月30日勞動一字第0960130914號公告，指定公部門各業非依公務人員法制進用之臨時人員適用《勞動基準法》。 然而，為規避《勞動基準法》的相關規定，人事行政局不僅公告《中央各機關學校事務勞力替代措施推動方案》和《行政院及所屬各機關學校臨時人員進用及運用要點》，企圖以「極大化替代性人力措施」取代各公務機關(構)內既有的「假臨時人員」；又即使是少數仍受僱於公部門之「假臨時人員」，亦面臨「虛假化定期契約」的問題。再者，就部分「真臨時人員」而言，則因相關部會的介入而排除於《勞動基準法》的適用對象外；至於未被排除適用《勞動基準法》者，亦由於受僱時間短暫而受惠有限，在在都嚴重扭曲勞委會最初保障勞動權的美意。 此外，2008年下半年受到全球經濟危機的影響，我國亦陷入失業危機的風暴中。為降低居高不下的失業率，政府著手推動多項增加就業機會的政策，其中以工代賑、短期促進就業措施等計畫均由行政院所屬各部會釋出短期公共服務的工作機會；然而，實際推動上不僅無助於提升弱勢勞工的工作技能，甚至仍以勞務採購為施政方向，忽略了外包、派遣公司即是造成當前高失業率的元兇之一！結果除導致政府須負擔原有的勞務委外費用外，更須另行僱用大批的失業勞工，使得原本就已沉重不堪的財政支出，無疑是雪上加霜！

即將邁入二十一世紀的今天，各國企業已充份運用資訊科技取得競爭優勢，而我國因地小人稠與經濟發達，故以技術密集，資本密集的商科技產業勢必成為未來發展之重點產業；因此我國商科技產業的公司非常重視運用資訊科技以取得競爭優勢。公司除自行開發資訊系統外，尚可將其委外。由於委外有降低成本等優點，因此為許多公司所採用。在以往的文獻中，主要探討委外的策略面，較少觸及委外的管理面，所以本研究以委外的管理面為主，研究我國商科技產業資訊系統委外計劃管理之情形。 本研究根據文獻，將商科技產業以公司的技術層次與研發程度區分為技研並重、技術導向、研發導向及邊緣型四個類型；再將資訊系統以對日常作業貢獻程度與對研發的貢獻程度分為重點、作業．創新及轉移型四類型，以個案研究的方式探討高科技產業類型與資訊系統型態間委外的關係，配合Lewin的變革三階段理論，探討委外計劃中管理的問題；同時以Grover的委外績效評估模式來衡量資訊系統委外成果是否良好。 經過訪談五家個案公司，彙整及資料分析後，本研究之結論為：一、我國商科技產業委外之發訊系統以作業型為多數，包括OA系統與CIM系統；二、商科技產業的公司委外需求之決定因素為人力、時間以及系統的範圍；三、在解凍階段中加強對資訊系統需求之評估與確定，在變革階段中加強對合作廠商之評估與選擇，可使委外計劃獲良好成效；四、於高科技產業資訊系統的委外計劃中，較不重視各階段的考核步驟；五、高科技產業的公司於資訊系統委外的計劃中，未裁撤資訊部門之人員；六、我國高科技產業的公司，以作業型系統委外的類型決定是否需要建立資訊部門人員對委外之認知；七、委外後的系統，主要由公司的資訊部門負責維護。

本研究以單一汽車貨運業者的角度，評估當運輸需求大於自有車輛服務能力時，考量車種、時窗、貨物量等因素，以最小化成本為目標進行途程規劃，利用運輸水平整合、協同合作的概念，將未能滿足之需求任務委外給其他同業進行。 本研究主要分為兩階段，第一階段先確認是否需要委外，以禁忌搜尋法找出最節省成本之配送途程以及委外任務，解決業者選擇以自有車輛運送或委外給其他運輸業者服務的問題；而第二階段則是在確定委外的任務後，決定委外的對象，不僅考量對方出價，也評估對方的營運能力、商譽、風險管理、服務品質等因素，建構一多準則決策模式，透過網路程序分析法(ANP)決定評選準則權重，再利用VIKOR排序法決定各個方案之排序，希望能在不遺失客戶訂單及信任的期許下，決定最適合的委外對象。 / From the perspective of trucking carriers, concerning transport horizontal integration and collaboration, when the vehicles are insufficient to meet the demand of transport, carrier could seek for other carrier’s help. In this study, we consider vehicle types, capacity, time windows, and the objective of minimum cost, to do vehicle route planning, and also decide which tasks should be outsoursed. There are two phases in this study. First, after checking the insufficiency of own trucks, we use Tabu search to solve Vehicle Routing Problem with a Private fleet and a Common carrier (VRPPC) in order to find out the route of own vehicles and the tasks to be outsourced. In second phase, we will select the carrier to do those tasks. We not only consider the price of outsourcing, but also evaluate the capacity, service quality, risk management, and the goodwill of the company. We use Analytic Network Process (ANP) to decide the weight of each criterion, and VIKOR to rank each case and select the best one.

在當今瞬息萬變的商業市場上，許多大企業開始認知到過去那種集製造、行銷、服務於一身的整體經營方式需要因時制宜，將資源集中於具有競爭優勢的企業活動，發展企業的「核心能力」。結合企業本身的核心能力與其他企業之核心能力可以達到一加一大於二的效果，而委外正是發揮這種功效的策略之一。關於委外議題的討論，學界已將近飽和，產業界的實務操作也相當成熟。本研究希望能經由另一種思維模式，以廣泛應用於軟/硬體產品設計的模組化概念，藉由一家國際知名電腦廠商在台分公司之個人電腦售後服務業務委外的實務經驗，探討售後服務模組化委外的可行性。結果顯示，以模組化的概念將個人電腦售後服務委外可以有效地節省公司成本，使得整個運作與管理更有彈性和效率，為客戶、承包商與個案公司創造三贏的局面，讓異業結盟更有成效，組織能更迅速導入新功能、增加更多創新的售後服務項目，節省人員訓練的時間，並讓售後服務委外活動更加容易。最後建議有興趣的產學界，可以針對以模組化的概念將服務業務委外的議題多加探討，以鞏固模組化委外的實證基礎。 / Many large enterprises have realized that their companies cannot be versatile in all business activities in the rapid changing market nowadays. They need to develop their core business which is difficult for their competitors to mimic, allowing the companies to differentiate themselves. Outsourcing is one of the strategies that, by bringing in the outside specialists, the client company is able to redirect or conserve energy directed at the competencies of a particular business. Various dimensions of outsourcing have been explored and discussed academically, and the organizations have already mastered the practice of outsourcing as well. This present research intended to explore the possibilities of applying the concept of modulization, which is widely used in designing computer hardware/software and other physical products, to personal computer after-sale services outsourcing practice carried out by the Taiwan branch office of a famous global company. After exploring the experience of implementing an after-sale outsourcing practice with modular concept, several benefits were reveled: (1) the cost of an organization could be cut down effectively; (2) the operation and management of an organization could be more flexible; (3) a triple-win situation for the end-users, the client company, and the service providers could be accomplished; (4) the inter-industry alliance would be established more effectively; (5) the organization could import newer function and more creative after-sale activities, and save more time in personnel training; and (6) the outsourcing practice was made easier. To solidify the base of applying the concept of modulization on the service outsourcing, interested corporate managers and academic scholars were suggested to discuss and explore more issues on this matter.