隨著科技技術的發達，資訊科技的產品生命週期也相對縮短，電子產品製造 商為使能快速生產新產品以獲得市佔率賺取利潤，進而要求新廠建造工期快速完工且品質穩定以掌握市場趨勢，搶先競爭者發表新產品以站穩市場銷售地位。有鑑於此，本研究個案公司為科技廠房建造業者，在面臨超速競爭下之龐大壓力，需以快、狠、準的第一時間掌握顧客需求，同時，在科技廠房建造業之大量同業競爭下，價格之透明化也壓縮利潤空間。因此，本研究個案公司需能精準掌握成本，以最少的成本達到顧客對品質的需求，有鑑於此，擁有企業內部成本絕佳控制能力遂變成本研究個案公司之競爭優勢。 為重新找尋個案公司之競爭優勢，本研究率先透過SWOT 進行企業內部優劣勢與外部機會威脅之分析，探討現存企業之經營問題。本研究發現在外部環境變遷下低成本優勢已不復存，因此，解決此問題重新尋求新競爭優勢變得刻不容 緩之事，而其中個案公司內部「成本控制」就變得極為重要。接著，利用ABC 對個案公司之作業流程進行初步了解，發現個案公司需導入作業成本控制系統以 彌補傳統成本控制系統之不足，使成本資訊更加科學，真實呈現產品間之成本， 讓企業產銷決策更為合理。最後，本研究希冀未來個案公司能發展專屬自己之新 作業成本制度，以精準掌握各分公司間之成本，消滅不增值之作業，改進增值之 作業，以有效充分利用資源，健全公司成本控管系統，用最少成本發揮最大利潤， 獲得獨特競爭優勢，讓管理者能充分瞭解企業內部各產品間之營利狀況，重新定 位其策略方針並調整內部管理。 / The product life cycle in information technology industry has been getting shorter with the development of technology. It is clear to see that semiconductor manufacturing companies which can shorten the construction period in building high-tech construction plants to produce and release new products sooner than ever before are possible to grab more market share than competitors in boosting profits. The company discussed in this paper focuses on building high-tech construction plants. Faced with the price competition from competitors, low cost strategy simply does not offer an advantage. The company in this case study must establish the cost management system to analyze and predict the cost of each project accurately in advance that leads to spend the least expenditure to meet customer need.

本論文主要研究探討國內系統整合業與資訊服務業的關係，資訊服務業目前的產業生態與環境，系統整合服務業的關鍵成功因素，及研究業者應如何因應環境與擬定策略。 系統整合服務業產業的趨勢包括：顧客以強化既有投資為主，服務逐漸走向模組化，以服務為主軸，強調產業顧問、專案管理與服務分級能力，中小型專案市場之獲利性將逐漸變差。系統整合服務業的關鍵成功因素有：（1）特定行業的專業能力與知識，（2）使用者口碑建立與利用，（3）新產品的創新發展能力，（4）公司財務狀況，（5）行銷人員素質，（6）強烈企業文化，（7）公司形象，（8）策略聯盟，（9）與政府單位之關係，（10）立即回應之服務，與（11）對顧客之教育訓練等。 根據內外在環境分析和企業目標，研究顯示個案公司最適合採行成長策略，而以「集中多角化」之成長策略為個案公司未來發展之最佳策略。本文亦根據Aaker的分析架構與Glueck所建議的策略規劃流程，為個案公司做一策略規劃，可做為個案公司及類似之系統整合業者擬定策略的參考。

雲端運算帶來商機，同時也產生經營挑戰，各種雲端服務於眾說紛[雲]或各自表述的狀況下，從界定雲端服務內容、產業分析、科技發展、產品生命週期、新市場機會及個案公司營運…等方向探討後，提出系統整合商T公司如何有方法來選擇新市場機會，及明確的定位其因應雲端的策略。 協助T公司持續於競爭的產業鏈下，以白地策略來分辨新市場機會及提出可能的雲端運算新商業模式建議。 / Cloud computing brings not only business opportunities but also managerial challenges. All kinds of cloud computing vary in defining the cloud service, industry analysis, technology development, production life cycle, new market opportunities, T company business direction …and etc. By considering all topics, we will provide a system solution to assist T company locating the stand, making cloud market strategy, and finding their way in a right direction. Under keen challenges from the supply chain and apply white space strategy, we will continuously assist T company discovering new market opportunities and providing suggestions for new business models with potential cloud computing.

To build a clear understanding of the management of the technology and organizational elements of CRM systems, this research formed propositions based on literature findings and experts’ experiences to explain (1) the elements of the technology and organizational sides of a CRM system, and (2) how the technology and organizational elements align to create effective CRM operation. The technology elements of an enterprise-wide CRM system can be organized into three parts: communicational CRM that coordinates all channels of customer contacts, execution CRM that consists of all value chain activities that execute customer relationship establishment and maintenance, and intelligent CRM that consolidates business intelligence about customers. The three integrated elements provide a technical infrastructure for customer value-generation activities. The organizational resources including structure, processes, culture, and management abilities are elements that need to be aligned and coordinated with CRM technologies. Management of a CRM system, therefore, can be considered as managing an organism that requires interdependent elements to work together to maintain a continuous capability of creating and sustaining customer relationships. Through in-depth case study of three telecommunication firms in Taiwan this study confirmed the proposition about the alignment between CRM technological and organizational elements. The results further revealed that a complete integration among CRM elements may not be necessary, and the level of data and process integration should be selective. It is critical that companies should dynamically integrate and align their organizational resources according to the changing environment to establish differentiated capabilities of CRM.

由於全球化時代的來臨，企業無不善用全球的人才與資源，以提升自我的競爭力，增加企業發展的契機。為了加速企業發展速度，越來越多企業透過購併模式，快速結合不同公司的人才與資源，提升自我的競爭力。但在購併的過程中，如何有效整合不同公司的人才與資源，就變成一個很重要發展課題。 在整合不同的公司過程中，除了外在的人才與資源整合外，內在各公司間核心知識的整合與應用更為重要。透過PLM（Product Lifecycle Management）系統平台，可以實踐整合外在的人才與資源，更可以進一步整合各公司間的核心知識，進而產生各項應用與回饋。 本研究由相關文獻探討，藉由企業購併、知識管理和資訊系統整合之概念，推展出以「組織」、 「流程」和「資料」三個構面的研究架構，透過跨公司 PLM 系統整併實際案例，整理出一PLM系統平台運作方式，探討企業產品生命週期管理系統整合發展之影響因子。 由個案分析與研究發現得出研究結論如下: 研究結論1： 企業間進行產品生命週期管理系統整合前，具有RD 開發和 IT 技術專業背景之A型人才擔任此整合專案規劃和執行者，是導入成功的關鍵考量因素。 研究結論2： 企業間進行產品生命週期管理系統整合時，高層主管在專案中的有力支持與表達、良好的溝通、良好完整的教育訓練與技術轉移計畫，是成功的關鍵做法。 研究結論3： 企業間進行產品生命週期管理系統整合時，做好完整的Legacy Data Migration和以流程再造／創新的態度，將不合理流程一併進行調整與改善，是成功的關鍵做法。 研究結論4：企業間進行產品生命週期管理系統整合後，使用該單一、公開、共用的資訊流程平台，有助於新產品之開發時程縮短和開發成本降低。 關鍵字: 知識管理，產品生命週期，系統整合，PLM / Since the advent of the era of globalization, companies take advantage of are all use of personnel and resources of the world, to enhance its competitiveness and to increase opportunities for enterprise growing up. In order to accelerate the pace of enterprise enlargement, more and more companies are through M&A mode, quickly combining different company's talents and resources to enhance its competitiveness. But in the process of acquisition, how to effectively integrate the talents and resources of different companies becomes a very important studying. In addition to the integration of external talents and resources, the inner core between each company in the integration and application of knowledge is more important, in the process of integrating different companies. It can integrate the external talent and resources via PLM (Product Lifecycle Management) system platform operation. And even to the core knowledge among the companies to reproduce various applications and feedback. Case study analysis & findings conclude as bellows: Conclusions 1: Planning phase, before inter-enterprise PLM systems integration, a high position, both RD engineering and IT professional skill background, A-type talent as this integrated project owner of planning and implementation, is the key to the success of the considerations. Conclusions 2: Execution phase, during inter-enterprise PLM systems integration, the strong support for the project from the executives, a well communication and a comprehensive training & technology transfer programs are the keys to success. Conclusions 3: Execution phase, during inter-enterprise PLM system integration, it is critical to have a full span Legacy data migration and to adjust/improve the unreasonable the process with process reengineering/process innovative attitude. Conclusions 4: Sustaining phase, after inter-enterprise PLM system integration, the use of the unique, opened platform for information sharing, contributes to the shortening of the develoemnt schedule and the reducing materials costs on new products development. Keywords: knowledge management, product life-cycle, systems integration, PLM

由於科技快速進步，企業經營也隨著科技的進步而產生重大變化，不但需求變化快速，企業還要即時快速反應外在環境，於是企業對於資訊系統整合的議題越來越重視，希望將功能導向的系統轉變為流程導向的系統，將資訊有效的整合及標準化，讓企業能快速地與外在環境連結，進而提升整體營運績效。 整合的方法非常的多，大致上可分為四類。目前對於哪一種整合方法是最有效率、效益也無一定論。最主要的原因是不同的整合個案會有不同的整合需求，若只從理論方面來探討資訊系統整合所帶來的效用並無法具體地呈現其價值。 有鑑於此，本研究之目的是希望透過個案單位的作業模型，分析、建構出整合的資料模型。因此，本研究以階段性的方法設計資料整合模型及其運作方法。在第一、二階段當中，先針對個案單位的流程進行系統資料流程塑模及業務流程塑模，再從業務面及系統面找出資訊中斷的地方及因素，並將問題具體地描述出來。在第三階段中，本研究挑選了最適合此個案單位的整合方法，也就是使用資料層級（Data-Level）整合的方法，設計整合的資料模型將資訊流完整的串接起來以支援企業的決策需求。最後一階段則要利用ETL說明整合的系統運作模式，並說明此個案單位使用ETL時，可能會遇到的問題及初步的解決方法。 / Owing to rapid advances in technology, enterprises have a major change of the progress of science and technology. The enterprises not only change rapidly in demand, but also have to response to the external environment rapidly. Hence, enterprise information system integration issues get more attentions. Enterprises hope to improve their systems from function-oriented to process-oriented because the effective integration of information and standardization allows enterprises to quickly link with the external environment and to enhance the overall operating performance. However, there are many kinds of integrated approaches. At present, there is no substantive conclusion in approaches to integrate efficiently all systems in business. The main reason is that the integration of different cases has different integration requirements. Therefore, it cannot concretely show the value of system integration through the discussion of the theoretical aspects. In this thesis, this study aims to enhance the operation of a case to model, analyze, and construct an integrated data model. This research has 4 phases to construct integrated data model. In phase 1 and 2, this study builds the case data flow modeling and business process modeling and discovers information gap. In phase 3, the study selects the most suitable method for this case, that is, to use the data level integrated approach to design integrated data model. Finally, using ETL illustrates system operation mode and describes the case which may encounter problems and initial solutions follow in phase 4.

臺灣地區公共圖書館自動化系統連結的模式，以縣市文化局(文化中心)與鄉鎮圖書館連結，共用一套系統運作為最主要的模式。此種模式自1996年開始推動建置以來，已經提供給縣市民眾一證通用、聯合書目館藏資料庫查詢等服務，部分縣市也開始進行館際互借、互還的準備作業，進一步利用共用系統所提供的功能。完成各縣市公共圖書館自動化系統的階段後，如何整合各縣市公共圖書館的自動化系統，提供跨系統資訊交換，促進不同縣市公共圖書館的館際合作事宜，以及擴大讀者跨縣市使用公共圖書館的館藏資源，是本研究進行的動機。 本研究的目的，在調查瞭解臺灣地區公共圖書館運用圖書館系統進行的狀況及館際間交流問題，蒐集歸納圖書館自動化系統對跨館際作業方面的功能、架構及相關標準之運用，分析不同跨系統整合模式的優、缺點及可行性，以建置臺灣地區公共圖書館自動化系統整合模式的作業方式，提供給公共圖書館、主管政府機關決策及廠商開發系統相關功能的參考。並引用其他資訊領域相關技術及概念，勾勒圖書館自動化系統未來的發展方向及建議。 本研究採用文獻分析、問卷調查及資訊系統分析等研究方法。問卷調查以公共圖書館之系統管理人員或主管為主，包括國立圖書館及各縣市級公共圖書館，為使調查數據精確與客觀，輔以調查系統廠商與大型大學圖書館之系統館員。 本研究之結論，建議公共圖書館自動化系統跨系統整合架構：(一)、以共用一套系統，(二)、設置「中心系統」供同質系統連結，以及(三)、設置「中心系統」供異質系統連結等架構方式為主。整合的區域範圍以生活圈為較適合的範圍，未來可擴大至整個臺灣地區。整合系統的功能面，除了促使廠商遵循相關標準發展系統外，建議參考不同領域之資訊應用層用，以讀者需求為導向，並可以考量資訊委外及圖書館自動化系統採用「應用系統供應服務」(Application Service Provider，簡稱ASP)模式，以減少公共圖書館資訊管理專業人力缺乏的問題。 / The main connective model of the public libraries automation system in Taiwan area is an integrated model connected between the municipal and county cultural bureaus (cultural centers) and rural libraries with one mutually automated system. Since its setup in 1996, the model has provided library patrons of all cities and counties with services of the union bibliographic database and one library card to be used at all libraries. Some counties and cities have also prepared to advance the interlibrary loan service and utilize the functions of the common library automation system. The motive of the study is to find out the integration of the public library automation in every county and city, to the provision of the intersystem information exchange, the promotion of the public library cooperation, and the expansion of the cross utilization of collections resources of public libraries all over Taiwan when the public library automation system has been completed in every county and city. The purposes of the study are: to investigate and find out the state of art of the operation of library automation systems of public libraries in Taiwan area and the interlibrary exchange problems, to collect and generalize functions, structures and related standards of interlibrary processes of the library automation system, and to analyze advantages and shortcomings and feasible methods of each intersystem integrated model, so as to work out a union model of public libraries integrated automation system in Taiwan area for reference by public libraries, government institutions and factories in their decision making and system development. Forthermore, the study tries to make an outline of the future development trends of the library automation system and offer some proposals on the basis of other information related technology and conceptions. The document analysis, questionnaires, information system analysis and other approaches are used for the research. The questionnaires are collected mainly from the library system management staffs or chiefs including national libraries and municipal and county public libraries. In addition, similar questions are also asked to system librarians, information system factories and college system librarians in order to make the data more accurate and objective. The conclusions of this study suggest three intersystem integrated structures of the public library automation system: “one” system, one “central system” set up for connecting with other uniform systems, and one system to connecting non-uniform systems (with at least one of the connected libraries available with a “central system”). The applicable area range of the integration is preferably life circle area, and may be expanded to the whole Taiwan area in the future. As to functions of the integration system, in addition to promoting factories, developing the system on the basis of the relative standards, suggestions are made for applications of information technology in other domains and in compliance with patron-oriented needs. Public libraries can also consider information outsourcing and adopt ASP (Application Service Provider) mode for the library automation system, so as to help out the lack of information management professional staffs.

在國際競爭日趨激烈的現今，有少數本土系統整合商(SI)的業務範疇已開始跨國發展，但在專案管理範疇有些仍未建立相關的架構與方法論來執行專案服務的業務。 本研究針對國內某一系統整合商的三個專案服務的個案中，發現專案不成功的原因，除了在〝開發導入階段〞的執行過程，未能善於應用PMI提出的九大知識領域與五大流程外，在專案成案之前的〝機會登錄階段〞與〝競標與簽約階段〞可能就已經鑄下不可挽救的專案失敗因子。因此本研究透過廣義的專案生命週期與策略行銷4C理論為架構，抽絲剝繭找出造成專案失敗的關鍵失敗因子，並針對失敗因子提供一些防範的建議，希望能協助國內的系統整合商，在提供專案服務時不致重蹈覆轍，讓每一個所提供的專案服務，都能有一定的品質，且順利成功，獲取該有的利潤。 關鍵字：專案管理，系統整合商，失敗因子，廣義專案生命週期，策略行銷4C理論，PMI，九大知識領域，五大流程。

保全業在台灣的發展已有三十年，然對於此一產業的研究仍集中於法令條文或技術研發等面向，甚少針對經營模式做出研究。然企業的不斷成長，仰賴於對市場需求變化的不斷因應，從無例外。相較於國外的保全業者，我國的經營者大都依循傳統的經營方式前進，而沒有採取更前瞻的經營方法來拓展事業進而成長，也遑論經營上的創新，相當可惜。 本研究之目的是探討安全服務產業的創新經營模式。對於安全服務產業的創新服務模式為何，以及採用創新經營模式時，企業內功能單位該如何重新定位予以探討。本研究參諸國內、外經營模式理論及國內保全業法令的演進，並述及保全業在國內、外的起源發展。再以創新經營模式的構面、價值鏈的重塑、策略矩陣分析及策略形態的構面來說明創新經營模式的可行性。希望藉此提供新的經營思維予保全業的經營者，期能加速成長，使保全業在台灣的發展更加蓬勃。

台灣光電產業為近年來台灣經濟成長的最佳動力來源之一，截至2010年，台灣光電總產值已經突破新台幣2兆元。其中以LED、顯示面板、太陽能電池模組等貢獻最多，帶給台灣大量的就業機會，並創造出全球第一的產值。然而，台灣光電大廠以往的經營模式大都以OEM/ODM為主，製造代工屬微笑曲線價值最低的中間區域，因此企業不斷找尋轉型的機會。近年來因能源耗竭隱憂，綠能產業蔚為未來科技革命的新主流，如太陽能發電、風力發電、LED照明、電動車等，為台灣光電大廠創造新的契機。幾間光電領導大廠紛紛跨入綠能產業，除了研發製造端，也開始嘗試挑戰下游的系統整合與行銷通路，尤其以太陽能發電系統為主。面對下游不熟悉的領域，以及眾多的綠能廠商競爭對手，光電企業必須從自身核心能耐出發，找尋最佳切入點，並靈活運用相關資源，與事業夥伴密切合作，方能找到自己的定位，建立獨特競爭優勢。 本研究從光電企業跨足綠能產業的先後整體性策略布局進行分析比較，並由顧客價值與企業核心能力的角度出發，深入探討面對綠能產業下游的新事業之組織設計、營運模式、關鍵資源、關鍵流程等。本研究建議台灣光電廠商面對市場白地時，應打破傳統製造思維，以創新商業模式進行在地化資源整合，進而建立行銷通路，打造自有品牌。並且建構良好的學習交流管道，讓新事業在下游的經營管理經驗帶回企業。 / Recently, the optoelectronic industry becomes one of the driving forces of economic growth in Taiwan. Until 2010, the output value of optoelectronic industry was over 2000 billion NTD, creating many employment opportunities. The optoelectronic industry in Taiwan is accounted for the largest output value in the world, especially in sectors such as LED, photovoltaic panels, solar cell and solar modules. However, a lot of optoelectronic companies in Taiwan are OEM/ODM based. They capture the lowest value in the supply chain. Hence, many companies are eager to seize the opportunity to implement transformation strategy. Nowadays, due to energy depletion issue, more and more people care about the popularized green energy industry, include solar power, wind power, LED lighting, electric cars and so on. This condition states good foundation for optoelectronic companies in Taiwan to perform transformation strategy. Some leading companies started to cross boundaries into the green energy industry, especially focusing on manufacturing and system integration of solar power system. Facing the unfamiliar downstream business and existing green energy competitors, optoelectronic companies should start with own core capability to find the best point of entry while entering the whole new industry. They need to integrate local resources and cooperate with business partners, finding their unique position and to build up their own competitive advantage. This study analyzes a comprehensive strategy framework for optoelectronic companies in Taiwan crossing over to the green energy industry. First thing ahead, the company should start with its own core capability and consumer value, developing new business model, organization structure, key resources and key process of the new field. The conclusion of this research suggests that optoelectronic companies in Taiwan should forgo its old ways of manufacturing thinking, and operate with innovative business model to integrate the localized resources, establish its own marketing channel, create its own brand, and construct good learning process that can bring downstream experience into the organization when operating in the new industry.