電腦資訊產業在1997年左右，受到DELL以嶄新的商業模式與運籌模式的影響以及產業環境的變化之下，過去採取間接行銷通路以及預測式生產(Build to Forecaster, BTF)的各大電腦公司紛紛開始設法朝向直接行銷通路以及接單後生產╱組裝 (Build to Order, BTO╱Configuration to Order, CTO) 的製造模式。但近年來在實務界中發現，我國專為國際品牌電腦大廠代工生產電腦的電腦廠商，越來越多的生產線逐漸開始採用過去的預測式生產的製造模式，而非前些年不斷被倡導的BTO╱CTO。如此的情勢發展，似乎意味著整個產業環境出現了一些變化，使得過去電腦大廠紛紛相繼採用BTO╱CTO的局勢已然不再，取而代之的是傳統的BTF逐漸增加。 為探討近年來廠商在製造模式上的轉變因素，本研究採用個案研究法，以Compaq、DELL、HP與IBM四家國際品牌大廠作為研究對象，進行個案描述、分析與比較，並根據近年來產業環境的變化，從中推敲廠商改變製造模式的關鍵因素。 研究結果發現，零組件價格波動的劇烈程度對於廠商決定製造模式具有關鍵性的影響，當價格跌價的幅度越大，時間越短，廠商越有誘因採用BTO與CTO的製造模式。此外，本研究更進一步推論，當零組件每月價格波動小於CTO所額外增加的製造與運籌成本時，廠商會採用BTO或BTF方式生產。 / By the effects of DELL’s new business model, process model and the industrial change, the traditional copmuter like IBM, Compaq who use indirect marketing channel and BTF, had changed around 1997. They tried to implement the BTO / CTO, furthermore, the direct marketing channel. But in the recent years, we found that more and more production lines, owned by OEM/ODM companies in Taiwan, adopted BTF rather than the BTO or CTO. It implies that something has changed, so the used BTO/CTO is not as popular as before. In order to dicuss why the corporates change their manuacturing models, case study was used by this research. By collecting and analyzing the recent developments of Compaq, DELL, HP, IBM and the industrial change, the research tried to find out the key factors that influence the corporates’ decision in manufacturing model. The research found when the key components’ price falled dramastically, corporate prefer implemeting BTO/CTO. Moreover, the research conclude that when component’s price reduction is less than CTO’s added manufacturing and logistical cost, corporate will adopt BTO or BTF.

由於全球化影響，歐盟經濟市場的法規制定(如WEEE、RoHS)影響資訊科技整體產業供應鏈上，台灣也深受影響。有鑑於國內企業開始重視供應鏈後端的延伸，嘗試延長產品生命週期，使得產品在銷售之後，可透過其他再處理程序以產生更大的附加價值，因此，本研究以綠色供應鏈後端延伸的產品回收/逆物流(reverse logistics)體系做為主要研究範疇。此外，著眼於華碩電腦 (ASUS Corp.) 過去在 “綠色供應鏈” 領域已付出的心力，並且致力於逆物流流程的改造，以達到企業與環境間的最大效益，本研究選定華碩電腦做為主要研究對象。 本研究採用個案研究法，透過文獻、檔案紀錄以及深度訪談等三種方式蒐集資料，整理出個案公司原本的產品回收體系As-Is模型，以及將綠色供應鏈概念納入的To-Be模型。此模型分從五個向量角度探討，分別是：驅使動機、參與角色、進行的活動、企業內部整合以及績效結果。 本研究發現，驅使企業重新建置逆物流體系的動機，包括來自外部的法規及競爭者的壓力，以及來自企業內部高階管理者的支持及政策執行者的落實；參與角色 (顧客、通路商、製造商、供應商)會隨著逆物流體系的轉變，產生重新定位或新增的情況；新建置的逆物流系統較原先的流程新增了檢查和拆置、重新配送銷售兩個階段；分別從行銷觀點及物流觀點兩大功能面來看其整合程度，則可從顧客服務發現，其行銷層面的作業包含取得回收產品，確立捐贈產品的目標，然後尋找再生電腦捐贈對象，以及合作的對象，而物流層面的作業則包含獲得回收產品之後，規劃取得回收產品通路，再生電腦運送方式等；最後，個案公司在流程改造前後的績效指標可分從量化(作業績效、財務績效)及非量化(滿意度)來看，前者包含回收系統有效性、環境效益、經濟效益，以及相關環保標章等指標；後者則包括產業帶動性、社會效益及強化DfE(Design for Environment)綠色設計等三項指標。 本研究針對一實際案例進行深入探討，瞭解個案公司在 “綠化” 過程中所面臨的挑戰及因應方式，其結果不但擴展了 “綠色供應鏈管理” 領域學術理論的相關探討，在實務上同時也提供其他相關企業在進行相關流程改造時的重要參考依據。

本文比較中國個人電腦產業裡，桌上型電腦與筆記型電腦產業的發展途徑。 採取的研究架構是國家中心研究途徑與科技體制觀點的結合，認為中國個人電腦 產業的發展，受到國家介入經濟活動的影響，同時桌上型電腦產業與筆記型電腦 產業的發展成果存在差異，是受到產業技術特性與全球產業環境的影響。

This paper investigates the factors behind Taiwan rapid PC industry evolution and the contribution to the economic development as well as the competitive edges in the global market. The research consists of six chapters and utilize empirical and analytical of qualitative of social science methods to explain the study subjects, including government publications, research report, official statistics and database, academic papers, books, thesis, journal articles, conference papers, Internet broadcasting programs, and magazine. Given the data collection and analysis, this paper cut edge from macroeconomic perspective to analyze the subjects. The outcomes are indicated as below. The government in Taiwan is an indispensable part in building technological competence during the process of PC industry. Besides, the PC industry has demonstrated a significant performance and active participation in economic activity. Furthermore, the portable PCs like notebook still have a prosperous prospect in global market. Taiwanese PCs producers have taken edges on the bargaining power and stable rivalry among existing competitors while new entrants and substitute products have remained threats. More importantly, Taiwan’s PC producers have advantages to carve out PCs niche such as sophisticated OEM experience, good capability of cost control, flexible and quick reaction ability, large scale of production capacity and complete industrial structure. Nevertheless, they still have spaces to strengthen their competitiveness in keen global market.

一、共一冊，約五─七萬字，分七章。 二、章節分為： 第一章 緒論：研究目的、架構、方法。 第二章 產品概述：產品定義、功能、分類、主要零組件、發展歷史、市場特性。 第三章 世界市場與技術趨勢分析：國外市場之產銷分佈及予測、主要廠商、未來技 術及替代性產品趨勢。 第四章 我國微電腦產業現況：基本統計資料、OEM 分析、零組件及其供需、成本結 構、生產品管及研究發展活動。 第五章 附加價值及自製率分析：自製率及附加價值之理論、產業內重要資訊產業間 、及與其他產業間之附加價值比較。 第六章 我國微電腦產業未來發展方向。 第七章 結論與建議。

網際網路影響的層面大至政府的政策、法令、企業的經營策略、作業細節，小至個別消費者的喜好。在網際網路逐漸成為全球網路通用標準後，各種企業應用系統以及企業與交易夥伴間互動關係逐漸產生變化。 全球化讓企業暴露在高度競爭環境之下，迫使企業必須不斷翻新事業經營方式。企業正朝向流程委外的方向努力，委外的潮流建立了虛擬企業的基礎。於是企業與交易夥伴形成所謂的「虛擬延伸企業」，並建立一個牢不可破的價值鏈，以便在市場上和競爭對手競爭。這種虛擬團隊，需要將彼此的商業流程和訊息緊密地整合，從產品設計到與客戶交易，甚至於維修的過程毫無間隙地貫穿。 隨著網際網路在商業環境的應用越來越廣泛，架構在網際網路環境下的協同作業成為企業迎戰未來的一項重要利器。企業電子化下之協同作業，就是利用一些軟體系統，將企業的應用軟體、套裝軟體及傳統資訊系統等，在企業之間整合起來，這是一種新價值鏈的經營模式，也是競爭時代企業的新趨勢。 在協同作業下，企業對交易夥伴（上游供應商及下游客戶）在流程與資訊上整合，並根據企業資源的現況（包含內部與外部），做最佳化安排，以快速回應客戶、市場以及競爭者。企業電子化的重心，不再只是透過網際網路從事大量交易，而是利用網際網路提升價值鏈上資訊的透明度，促進企業問整合活動的進行，以進入協同作業的新紀元。 筆記型電腦一直是我國資訊產業非常重要的一環，本研究以國內筆記型電腦製造業為研究範圍，探究其與供應商協同作業之發展現況。 本研究以「TEMPLET評估工具」對企業之於未來虛擬延伸企業的準備程度做一個完整的評估；另外以「IBM e-business Collaboration Tool／供應商協同作業評估模組」對企業間協同作業之現況及發展方向做全面性評估。再輔以文件的收集、分析、個案訪談，以及在實務界多年的觀察，整理出協同作業發展的現況以及國內企業界目前發展所遭遇的瓶頸。 從TEMPLET評比的四大項目，資訊技術能力、資料管理能力、流程管理能力、組織管理能力，分析個案公司對虛擬企業發展的準備程度，可得知個案公司的準備程度頗高，而且彼此間的差異並不大。由於長期與國際大廠的合作，使得個案公司逐漸從區域性的製造工廠轉型為國際性的製造及服務公司。不論在經營管理能力或是資訊技術能力，個案公司都繼續不斷的調整其發展方向，試圖為全球的經營佈局而努力。 透過IBM e-business Collaboration Evaluation Tool／供應商協同作業評估模組，發現個案公司在供應鏈規劃及採購協同作業的推動不遺餘力，其相關的協同作業應用較為普及。設計協同作業雖然在萌芽階段，但也受到普遍的重視。協同作業雖然已經對個案公司的作業效率有相當程度的提升，但是，現今的協同作業方式，多屬於前端資料交換，而非企業內部與供應商之間應用系統的整合。本研究將個案公司發展的瓶頸歸納為以下幾個原因： 1. 供應商資訊技術的配合條件不同 2. 標準平台尚未成熟 3. 內部作業仍有相當程度的人工介入 4. 對商業機密或敏感資訊的分享顧慮 5. 工作流程和商業規則的定義極其繁瑣 6. 政府政策尚未成熟 7. 設計協同環境的尚未成熟 面對知識經濟時代的來臨，從提高產品的附加價值角度來看，台灣資訊製造業如何整合品牌優勢（代工品牌人自有品牌）、創新實力、軟體、服務等應是努力的重點。近年來，台灣資訊製造業在交易導向的實行系統建立了很好的基礎，未來則將往企業外部關係層次的整合方向而努力。 企業可藉由網際網路的協同作業把產品設計、製造、採購、業務、行銷、人事系統、現場服務以及客戶服務等，緊密地聯繫在一起，形成一個環球知識網。藉此追求策略定位，建構一個特別的價值鏈，讓企業能夠傳遞某種獨特的價值。而且為了對抗競爭，價值鏈必須借助協同作業的高度整合，讓企業所有活動都能緊密配合，甚至不斷強化。 全面性的協同作業雖然可幫助企業增加營運效益以及追求策略定位，但是協同作業的成功須仰賴多方面條件的配合。協同作業的發展是個連續性、階段性發展的過程，並非一蹴可及。雖然現今的協同作業處於推廣、萌芽的階段，但是協同作業將會繼續的推行，朝向交易雙方的後端系統即時且完全整合的目標前進。企業應按部就班完成階段性協同作業的計畫，待環境成熟、相關條件可配合的時候，則可領先取得競爭優勢。 關鍵詞：企業電子化、協同作業、筆記型電腦產業。 / The Internet is arguably the most powerful tool today, the influence of Internet is extremely comprehensive, covering governments' policies and regulations, companies' strategies and detailed operations, as far as consumers' individual preference. While the Internet comes to full development, the enterprise information system and the nature of business relationship have to change along. In today's rapidly changing business environment, firms not only compete on product but on business models. To succeed in globally competitive environment, companies are pursuing a strategy of focus, offloading part of activities to trading partners. The Internet technologies have made outsourcing easier for companies to coordinate with their suppliers, giving widespread currency to the notion of the "virtual extended enterprise". Companies communicate and collaborate electronically with partners around the world, they join together to achieve a shared business goal, where each operating unit contributes according to its core competency. Fully achieving the advantages of a virtual extended enterprise requires comprehensive collaboration, which enables tight business-to-business connection. By applying Internet technology to integrate information system and process across companies, collaboration creates a new business model to achieve a competitive edge. This research is concerning the collaborative progression upon Taiwan notebook computer manufactures, with the framework of "TEMPLET assessment checklist" and "IBM e-business Collaboration Tool/supplier collaboration module". Enriching with papers analysis, case study, and industry observation from years of experience, this study aims at exploring current development status quo, further, examining thoroughly the difficulties industry has encountered. Assessing the preparedness for virtual enterprise by TEMPLET'S four evaluation criteria "information, people, process and technology", we learn that companies in study have accomplished substantial readiness. Having the long-term cooperation with international leading enterprises, the companies have been transforming themselves from local manufactures to service-oriented global manufactures. Evaluating readiness for e-business and collaboration with suppliers by IBM e-business Collaboration Tool/supplier collaboration module, we find that both supply chain management and e-procurement have been applied pervasively in association with the companies' dedication to supply collaboration for years. Although design collaboration is still in its infancy, its relevant applications are attracting attention nowadays. The companies have benefited from collaboration at certain degree, nevertheless, the existing collaboration are only limited in front-end data exchange, instead of back-end system integration. This research concludes the major difficulties the companies facing are as below: 1. The readiness of suppliers' information technology is quite different. 2. The platform standard is not mature yet. 3. The companies' internal operations involve considerable human intervention. 4. Sharing concern exists upon business confidentiality and sensitive information. 5. The definition ofworkflow and business rule is too onerous to get through. 6. Government's policy is not ready yet. 7. The circumstances for design collaboration is not in prepared state. Towards knowledge-based economy, Taiwan's IT (information technology) industry is exploring how to integrate the advantage of brand (contracted manufacture brand/own brand), innovation, software, services in order to outperform the average competitors. In these years, the industry has set a solid foundation at transactional interconnection system. In the coming years, the industry will move to cross- enterprise relationship integration, such as customer database, marketing information, product design information and so forth. By fully deploying collaboration, companies are able to tight the operations of product design, manufacturing, purchase, sales activities, marketing, humor resources, and customer services together to optimize both internal and external resources. The series of collaboration enables the entire value chain highly integrated as a self- reinforcing system, and it helps companies deliver a unique value proposition. Collaboration contributes operational effectiveness and strategic positioning, but its success depends on various conditions. The evolution of collaboration is a continuous process. Though collaboration is in initial stage up to date, its development must be going on constantly, heading to real-time, end-to-end integration. Companies have to make sophisticated plan for each stage, carrying out the plan step by step for pursuing distinctive advantage. Keywords: e-business, collaboration, and Taiwan notebook computer industry.

台灣工業電腦產業近三十年的發展，已步入成熟期。而工業電腦發展、應用層面極廣，從工業電腦產業價值鏈分析發現，不同公司在策略及資源投入依其核心能力及技術卻有相當大的差異。台灣企業大多以代工為主，雖然整體營收水準不錯，但是毛利卻很低，若鄰近國家逐漸擁有類似的基本生產要素，產業就勢必會外移。本論文希望探討工業電腦少量多樣的製造特性，如何轉化成為企業的核心競爭力，並透過營運策略不斷的修訂、執行與改善，藉此達到企業永續經營的終極目標。 工業電腦產業因為零組件眾多，透過導入豐田的精實生產管理方式可以有效減少存貨、降低生產成本、增加生產力及提昇產品品質，以建構少量多樣的製造模式，進而強化公司獲利及企業競爭優勢。本研究提出工業電腦少量多樣、客製化生產等特性，透過精實生產、單元生產、模組化生產，來闡述其具體內涵、功能及可行策略。同時，以艾訊公司作為個案研究的對象，探討公司過去經營概況，現在的發展瓶頸及未來的挑戰目標。當下的產業環境變化競爭且劇烈，台灣的工業電腦業者，唯有善用合縱連橫的經營策略，全面提升競爭力，才能突出重圍，再創成長動能。 關鍵詞： 工業電腦產業、精實生產管理、模組化生產 / After 30 years of progress，Industrial Computer Business in Taiwan is maturing into a period of full development. The evolution of Industrial computer techniques can be widely used on multiple application levels. From the analysis of industrial computer Business’ value chain，there is a large gap among companies in terms of the strategies according to their capability to invest in resources and techniques. In Taiwan，most enterprises’ earnings are based around OEM/ODM. Although the revenue is satisfactory，gross profit is too low. If our neighbor countries proceed to develop the same industry，the enterprises will eventually relocate abroad. This thesis is about the research on how the industrial computer business’ new strategy of “Fewer Products but More Brands” can make a difference in transforming the enterprise to be more competitive and how to reach the ultimate goal of an everlasting enterprise by continuously implementing，amending，and improving the policies. There are numerous components in industrial computer enterprises and we have finally found a way to reduce the merchandise stock，lower production costs to improve productivity，as well as elevate product quality. This is to be achieved by using the “Toyota Refining-and-Practical Management Protocols.” By applying the “Fewer Products but More Brands” concept，we can gain a more competitive margin and intensify our capabilities. This thesis proposes not only the “Fewer Products but More Brands” idea，but also the customization concept. Through refining production，unit production，and model production，this research elaborates on the contents，functions and feasibilities of the concept. At the same time，the research uses Axiomtek company as an example to explore their past management experiences，their current developing bottle-necks，and their future challenging goals. We are facing difficult competition now. As Taiwan’s Industrial Computer leading professionals，we know that the only way to advance our competing potential is to use the comprehensive management strategy in the hopes of dishing out of the predicaments and recreating growth energy. Keywords： Industrial Computer, Lean Production, Modulization

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.

本研究以筆記型電腦產業為例，比較研究台灣與日本兩地的電腦產業結構、廠商之經營型態而合作關係。並且由五力分析、SWOT分析、價值鏈分析為分析工具。在五力分析的部分，從供應商、消費者、同業競爭者、潛在競爭者、替代品的構面，來探討台灣與日本廠商在面臨的因素，均衡狀態，配合環境的變動性發展前景等。皆下來在SWOT分析裡面找出整個筆記型電腦產業擁有的優勢、劣勢、機會而威脅，更深入瞭解台灣與日本廠商的現況，在該產業裡為了維持擁有競爭優勢，導出各產業要強化、改善的途徑。在價值鏈分析部分，引用台灣與日本之主要廠商的最近經營型態來舉例，仔細地瞭解而比較兩國廠商的經營方式。最後，並配合各分析的結果，直接進行訪問日台主要筆記型電腦廠商，經由深度訪談與深度蒐集研究的方式，套入產業結構之理論架構，會使得個案之研究更具完備性，找出未來台灣與日本筆記型電腦廠商間的合作關係。 因為筆記型電腦產業的變化非常快，五力、SWOT、價值鏈分析中的結構也隨著有變。本研究將環境之變化導入討論之中，使得產業研究更具動態的時效性，而盡量引用日本與台灣兩地的2000年第一季最新的資料，使得該研究具備動態效果。

自2001年美國高盛公司首席經濟學家歐尼爾首次提出「金磚四國」這個概念，預計到2050年世界經濟格局將會經歷劇烈洗牌，全球新六大經濟體將變成中國、美國、印度、日本、巴西及俄羅斯，此後巴西就一直活躍在世界的重要經濟舞台上。其廣大的內需消費市場、充沛的勞動力及豐富的天然資源吸引眾多國外投資者前仆後繼進入，想佔有一席之地。 然而跨國企業經營巴西市場存在一定的障礙，如：政府行政單位的無效率、法規繁多且複雜、稅收種類多、生產成本高且運輸服務不完善、資金成本過高、國家風險指數高導致融資不易、非正規經濟無處不在、教育水平不高、基礎建設不健全、官僚腐敗情況時有發生、勞工法不盡合理導致勞資糾紛等，讓許多跨國企業乘興而來，鎩羽而歸。根據世界銀行發佈的營商環境友善度調查顯示，巴西在189個國家中排名第120位。 然而商機總是伴隨著風險，著名的管理大師彼得‧杜拉克曾經說：「經營一個企業，若想要完全避免風險是不可能的。企業經營的最大目的，是設法有效的支配現有資源，以期能獲得最大的收益，而風險正是這個過程中不可避免的事物」。在巴西這種外部經營環境不良的情況下，該如何降低經營風險？將風險管理（risk management）策略融合在策略管理（strategic management）中，將是本研究探討的重點。 本研究透過對個案公司在巴西市場的經營，利用商業模式圖的要素分析其商業模式與核心競爭能力，再與主要競爭者進行對照分析，找出各廠商在巴西市場的策略重點。之後，進一步分析個案公司所面臨的外部與內部風險，接著以企業風險管理框架為架構，分析其風險對抗策略，以及與商業模式的關連性，進而探討個案公司在巴西市場的策略風險管理佈局及其優劣勢。