本文的研究內容為 分析台灣整體產業及製造業技術研發投入及成果指標 並對當前政府的產業政策及提供的財政 金融獎勵 補助加以說明首先在研 發投入方面 可分為投入經費及人力加以說明 相較於其他國家 由於我國 投入之研發經費及人力較低 因此技術成果指標亦落後其他國家甚多就製 造業各行業分析其研發投入及產出成果 發現我國當前的產業發展並非整 體產業的技術升級 而僅是犧牲傳統產業 培植高科技產業的產業結構轉型 這亦可從製造業各業的技術成果指標看出端倪再分析臺灣當前的產業政策 過去政府的產業政策偏重於財政 金融的獎勵補助 然成效不彰 因此現階 段的產業政策已改為改善國內研發環境及提供研發補助並重的方式

隨著國內、外總體經濟環境的快速變遷，各個產業競爭態勢已由過去的區域性競爭轉變成全球性競爭，台灣的傳統產業正面臨前所未有的低價競爭考驗，尤其是面臨中國大陸密集的勞力、土地、資金等強大優勢下，各傳統產業的企業主不僅要在其專業技術上保持領先的地位，更應該尋求在經營策略上力求轉型升級與技術創新，以避免被後進廠商所取代，擺脫製造代工的微利困境，進而確保企業本身的競爭優勢。本研究希望透過個案研究的方式，找出外移西進的傳統產業在面臨轉型升級的過程中，可能遭遇到的困境與挑戰，並藉由研究個案公司的轉型歷程，探討外移西進的傳統產業在轉型升級的前後，在新產品開發流程、新樣式設計、生產製造技術等三個構面上企業運作方式的差異。最後藉由其經營績效的表現，來驗證轉型升級的決策所帶給企業的實質利益，最後提出對於外移西進的傳統產業在面臨轉型升級時實務決策上的具體建議，以作為其他面臨經營困境的傳統產業之參考依據。 / As the fast transition of the domestic and global economic environment, every industrial competition situation has changed from the regional competition to the global one and the traditional industries in Taiwan is facing a unprecedented challenge of the low-price competition. Especially, facing the strong advantage of the high-density labors, lands and capital in Mainland China, each traditional industry’s owner not only should keep the leading position in the specialized field technologies but also search for the workable industrial transition method and the technology innovation in the management strategy in order not to be replaced by the latecomer competitors. They also want to free themselves from the low margin and micro profits dilemma by OEM and furthermore, keep the competitive advantage of themselves. This research would like to find out the possible dilemma and challenges the traditional industries which has moved the production factories to China may encounter in the industrial transition process by case study method. Also, it covers the differences about the business operations before and after the industrial transistion of the traditional industries which has moved the production factories to China in the three phases of the new product development, the new style design and the new craft technology through studying the industrial transition process of the case company. It also proved that the desicion of the industrial transistion can bring the company the concrete profits by providing the result of the business performance. Lastly, it brings up the constructive suggestions for the traditional industries if they are facing the industrial transition and practicing decisions. Hope the research could be a helpful reference for any traditional industries which encounter the delimma when operating the business.

於德語系國家提供3D列印積層製造技術之可行性分析 / ‘People can have the Ford Model T in any color – as long as it‘s black‘ (Henry Ford) In today’s competitive business environment, more is needed than building competitive advantages solely on cheap mass production on the other side of the globe. Product life cycles become shorter, customers more demanding, cost advantages of producing large amounts far from the distribution channels are eroding and flexibility in production is an essential parameter to meet customer’s demands. The purpose of this business plan is to show small and medium sized enterprises (SMEs) a possibility to conquer constrains of mass production by using one of the few real disruptive technologies of our times. 3D printing or additive manufacturing indeed has the potential to change the paradigm for manufacturing. In short, it is the process of building solid three-dimensional objects from any digital model data by applying materials usually layer upon layer. This method of building parts of virtually every shape is the reason for the name as opposed to subtractive or traditional manufacturing, where material is being removed by drilling, cutting, and milling. Additive manufacturing technologies can be used anywhere in the product life cycle from pre-production prototypes to full-scale production: On the entry level, small and medium sized enterprises could increase their performance through cost reduction by accelerating the business cycle. This is an implication of reduced time to market and improved product quality. The next level not only involves speed but also cost savings arising out of supply chain improvements. Additive manufacturing is able to significantly reduce required inventory and therefore is reducing working capital requirements. The third level takes full advantage of this new technology, exploiting the complexity for free phenomenon, which demonstrates that geometrically complex shapes can be produced at virtually no additional costs. Last but not least, while putting all the advantages of additive manufacturing, mass-customization of products becomes an available option even for smaller companies. The described paradigm shift already started, and although the industry is still small in absolute terms, growth rates have been impressive for the last few years. The global additive manufacturing market grew by 34.9% (CAGR) to US$ 3.07 billion in 2013, which is a continuation of the remarkable growth rates of 2010, 2011, and 2012. Even more exciting are the forecasts, which indicate that additive manufacturing could easily exceed US$ 21 billion by 2020. (cf. McKinsey Global Institute, 2013; Wohlers Associates Inc., 2014). The german speaking market is about 15% of the global additive manufacturing market with players being more educated in terms of additive manufacturing. Thus, it seems to be the right time to enter this market eager for innovation. This business plan proposes to set-up an additive manufacturing service provider in Austria, targeting the German speaking countries, and offering its services to mainly but not exclusively small and medium sized enterprises. Since the competition is existent but very segmented, the declared goal of 5% market share should be manageable in the first three years of operation. The main target clients are SME’s in the following fields: Manufacture of fabricated metal products and machinery and equipment Manufacture of motor vehicles, trailers, and semi-trailers Manufacture of furniture Manufacture of jewelry, bijouterie, and related articles Manufacture of medical and dental instruments and supplies 3magination, which is the proposed name for the company, shall provide the following services: Additive manufacturing education Design consultancy Material consultancy Small series production and prototyping However, the business model classifies the first three services as trust and relationship building investments and the company only charges for the production itself. 3magination disposes of metal and polymer processing printers and is able to produce a very large spectrum of objects. Design, material selection, and the flexible production itself are 3maginations’s declared competitive advantages. To ensure this path, a detailed analysis of key talents has been performed. Considering the conservative forecasts, initial investment of EUR 1.1 million in equity and a loan facility from banks of EUR 1.92 million would generate a NPV of EUR 25.5 million. Due to the large investments in fixed assets and the low sales volume at the beginning, a loss is anticipated in the first year. However, the company breaks even in the second year of operation and makes a small profit of EUR 286,394. From there on, the net income and sales ratio starts accelerating up to 34% in 2019.