In order to make company work efficiently, managers often divide an enterprise into several functions or departments, such as sales, marketing, human resource, finance and manufacture. However, in this structure, managers would fail to see the wood for the trees. Because each department manager has to be responsible for his own performance, which may easily leads these managers to make decisions that are fit for their department instead of the whole company. Therefore, it¡¦s impossible for companies to make an optimized decision in a dynamic environment. As we enlarge space and time, we can find out that decisions may influence one by another, and the feedback of each decision has a long time delay which makes the manager try to see the wood for the trees even harder. For one manager who tries to show up his performance in a short time will leave the side effect which caused by time delay to other people. What even worse is they can¡¦t predict how much side effect is behind. In this research, we used system dynamics and systems thinking to develop our system dynamics model for the case study. And we developed a MFS(management flight simulator) as a learning tool. Students who manipulate this MFS can enrich their ability to see the wood for the trees. In this case study, we choose a factory which provide electronic product assemble services as a research object. The company was established since AD 1989 until now. After first five years hard working time, it started to grow up stably by keeping changing the product and service. In this industry, success is relied on product quality, price, service and delivery time. Only by making the optimized decision in this competition market can gain better performance. This thesis simulated the case company surface mount technology plant from 1995 to 2006 for 12 years. Students can make different decisions to obtain different equity and capital equipment to evaluate their performance. By different result, simulators can reconsider the structure which is behind the game and their own mental models. After learning from this virtual world, players will find out that their own mental models influencing the final result. From the result and experience, one simulator can accumulate their know-how for the next game. After experiencing this double loop learning process, player will finally learn how to make the best decisions by systems thinking for the real world. Keywords : System Dynamics¡BSystems Thinking¡BDynamic Complexity¡BEnterprise Modeling¡BManagement Flight Simulator¡BSurface Mount Technology(SMT)¡BElectronic Manufacturing Services(EMS)

The trend of outsourcing within the electronic industry has contributed to the creation of new types of extended enterprises. These extended enterprises must be able to manage a challenging situation with shorter product life cycles and increased collaboration between companies during the vital product introduction process. For the electronic industry, which is currently acting in an “era of hyper-competition”, it is a challenge to implement an efficient and flexible collaboration within an extended enterprise during the product introduction process. In the product introduction process, a product design is prepared for and transferred into production. During the course of this research, the electronic industry has changed continuously. Empirical data were first collected within an Original Equipment Manufacturer (OEM) that was responsible for its own production. Based on a strategic decision at the OEM, a new extended enterprise was established. In general, these new extended enterprises within the electronic industry consist of: a “product owner” in the form of an OEM that owns the product design and its brand; a “producer” in the form of an Electronic Manufacturing Services (EMS) company that is responsible for the production; and suppliers of services, material, components, equipment etc. However, in the later stages of this research the studied EMS was responsible for the product introduction, production and distribution of the product to the end user. In order to compare and contrast trends and lessons learned in similar industries, case studies within the mechanical engineering and aerospace industries also were performed. The dissertation primarily describes the process of collaborative product introduction (PI) within the electronic industry, and presents among other things a number of general conditions for efficient collaborative PI within an EE in that industry. First, a clearly communicated definition of what is included in product introduction is needed. A second condition is that early participation from all involved partners in the EE’s product introduction process supports efficient collaboration. Third, clear communication and information handling within the extended enterprise – both internally and externally – was found to facilitate collaboration. Fourth, business approaches should be built on trust, reliability and respect for each other’s competence. Finally, the importance of cultural awareness, both between different companies and countries, cannot be ignored. This research also presents a framework for supporting collaborative product introduction within an extended enterprise, which serves to both synthesize and summarize much of the research. / On the day of the public defence the status of article VIII was Accepted and the title was "Coordination in Collaborative Manufacturing Mega-Networks: Observations from a Case in the Commercial Aerospace Industry".

為了在競爭的環境中生存甚至是成長，企業可能會採取外包策略，請外部廠商負責處理非核心業務，而專注企業之有限資源於具有核心競爭力的活動。如何選擇外包廠商對於外包策略的執行成效有深切的影響，因為外包廠商會直接影響到企業價值鏈的最終產出結果。因此，本論文採取個案研究法對三家跨國公司進行深度訪談，以了解電子業之品牌廠商對於委外代工廠（製造服務供應商或研發製造服務供應商）的選擇程序與評估項目。 根據研究結果，本論文提出一套一般性的委外代工廠選擇程序。依照所考慮的委外代工廠種類之不同，該選擇程序建議五至六個階段（Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making），同時建議各階段應考慮的評估項目。本論文亦根據研究結果，對於欲建立委外代工廠選擇程序之品牌廠商以及委外代工廠提出相關建議。 / In order to survive and even to grow in the competitive environment, enterprises may adopt outsourcing strategy to focus on their core competency and to have external suppliers to handle the other activities. How to select a proper outsourcing supplier is very critical to the implementation of outsourcing strategy because outsourcing suppliers will affect the final outcome of the whole value chain very much. Therefore, this thesis studies in the electronic industry to understand the process and evaluation criteria of original equipment manufacturers (OEMs) to select contract manufacturers (which are electronic manufacturing services, EMS, providers or original design manufacturers, ODMs). Case study is applied as the research method and three multinational companies are in-depth interviewed for this study. Based on the research results, a general contract manufacturer selection process is proposed. This general process has five to six stages (Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making), depending on the kind of contract manufacturers under consideration. Corresponding evaluation criteria are also recommended for usage in each stage of the selection process. According to the research results, recommendations are made for OEMs which are planning to establish a contract manufacturer selection process and for contract manufacturers which are being surveyed.