Die Durchfallerkrankung Giardiasis wird durch den Protisten Giardia duodenalis ausgelöst. Die Infektion erfolgt fäkal-oral, meist über kontaminiertes Trinkwasser. Der Parasit kolonisiert den oberen Bereich des Dünndarms und heftt sich an das Epithel, wodurch es die Krankheitsbeschwerden auslöst. Allerdings sind Details über die Mechanismen der Pathogenese unbekannt. Dazu kommt, dass der Ausgang einer Infektion fallspezifisch starken Schwankungen unterworfen ist, von selbst-limitierend bis chronisch und asymptomatischer Kolonisierung bis hin zur schweren Enteritis. Ein möglicher Pathomechanismus ist der Wegfall der Barrierefunktion des Dünndarmepithels, z.B. durch Beeinträchtigung von tight junctions oder Zelltod. In dieser Arbeit wurden Effekte von G. duodenalis auf in vitro Modellsysteme des humanen Dünndarmepithels untersucht. Dazu wurden hauptsächlich Daten über die Barrierefunktion sowohl von der weit verbreiteten Caco-2 Zelllinie, als auch über ein neu etabliertes humanes Dünndarmorganoidsystem, erhoben. Es konnte gezeigt werden, dass mehrere - mitunter in der Literatur als hochvirulent beschriebene - G. duodenalis Isolate zu keinerlei Beeinträchtigung der Barrierefunktion oder irgendeiner anderen untersuchten potenziellen Schädigung an zwei unterschiedlichen Caco-2 Zelllinien unter diversen Infektions- und Kulturbedingungen führte. Jedoch andererseits das neu entwickelte Dünndarmorganoidsystem mit pseudo-luminalem Medium TYI S 33 reproduzierbar die Zerstörung des Epithelmodells mit Zellverlust, Zelltod (apoptotisch und nicht-apoptotisch), Störung der tight junctions (Abbau und Dislokation von Claudinen und ZO-1) und den Verlust von Mikrovilli innerhalb ein bis zwei Tage nach Parasiteninfektion zeigen konnte. Zudem wurde das Auftauchen von ClCa-1-Signalen unter andauerndem Infektionsstress beobachtet, was die Differenzierung bzw. Metaplasie zu Becherzellen nahelegt, jedoch keine Wirtsreaktion auf die Gewebszerstörung zu sein scheint. / The protozoan parasite Giardia duodenalis is the etiological agent for the intestinal diarrheal disease giardiasis. Infections are acquired via the fecal-oral route, mostly via uptake of cysts from contaminated drinking water. The colonization of the hosts’ duodenum and upper jejunum and the attachment of Giardia trophozoites onto the epithelium is the cause of a variety of gastrointestinal complaints but the exact pathomechanisms are unknown. Furthermore, the outcome of Giardia infections varies greatly between individuals, ranging from self-limiting to chronic, and asymptomatic to severe enteritis. One proposed mechanism for the pathogenesis is the breakdown of intestinal barrier function, e.g. by tight junction impairment or induction of cell death. In this work, effects of G. duodenalis on in vitro models of the human small intestinal epithelium were investigated by studying mainly barrier-related properties and changes of widely used Caco-2 cells as well as newly established human small intestinal organoid-derived monolayers (ODMs). It could be shown that several isolates of G. duodenalis, some described as highly virulent, fail to induce barrier dysfunction or any other investigated pathological effect on two Caco-2 cell lines under various infection and culturing conditions. On the other side, by developing a new organoid-based model system and the use of luminal mock medium TYI-S-33, considerable epithelial disruption (including loss of cells), cell death (apoptosis and non-apoptotic), tight junction impairment (degradation and dislocation of claudins and ZO-1), and microvilli depletion reproducibly induced by G. duodenalis trophozoites between one and two days after infection could be observed. Moreover, emergence of ClCa-1 positive cells with ongoing parasite infections suggest epithelial differentiation or metaplasia towards goblet cells, which is furthermore not associated to tissue damage.

現今，產業競爭已轉變成全球性的競爭，台灣代工企業與國際知名品牌企業、高科技產業存在著“共存共榮”的臍帶關係，台灣代工企業必須不斷提本身之高度競爭力以維繫其不可取代之地位，否則即面臨客戶轉單、甚或被淘汰之命運。各代工企業不僅要在其生產技術上需保持領先的地位，更需在競爭策略上尋求轉型升級與技術創新，以避免被競爭者所取代，並擺脫製造代工的微利競爭；因此，當今代工企業的風險在於持續的創新能力，雖說早期代工企業僅需專注於代工製造，但隨著產品的大量生產與使用規格之統一，加上資訊之普及與快速，技術能力漸趨一致，不再是高門檻難以跨越，導致市場競爭就愈形激烈。代工企業不能只憑一招半式獨闖江湖，代工企業成長獲利的關鍵，不只在於成本管理或者製程改善，更在於敏銳的市場預測能力與核心競爭力，而從各種明確之例証顯示，創新能耐之建立更是長治久安不可或缺之主要成功因素；宏達電從為世界知名手機品牌製造代工高階智慧型手機起家，進而轉型至設計代工，一直到自創Dopod品牌，接著又將品牌重新命名為HTC；華碩電腦(ASUS)從為世界PCB 製造代工(OEM)，進而轉型至設計代工(ODM)，一直到2007年成功開發” Eee PC “ Netbook (小筆電)，並於2010 年與和碩(PEGATRON)分家，和碩(PEGATRON)代工企業與華碩電腦(ASUS)品牌經營正式分道揚鑣；這種種跡象充分顯示為唯有建立創新能耐才能尋找出核心競爭能耐的方向及重點，也才能決定企業在產業價值鏈的位置與所從事的價值活動。 企業從製造代工經營模式進入設計代工經營模式，在逐步接手研發價值活動後，設計代工經營模式開始投入自主研發，其目的在於提供品牌企業客戶更具競爭力之有效創新方案，並與品牌企業客戶取得充分分工之夥伴關係；因此透過研究個案公司的轉型歷程，探討面對詭譎多變的大時代，企業如何藉由建立自我創新能耐，進而建立自我核心能耐，從製造代工經營模式轉型升級設計代工經營模式，也藉由其經營績效的表現，來驗證轉型升級的策略所帶給企業的實質利益，最後對企業提出當面臨轉型升級時之具體建議，以作為其他面臨經營困境的製造代工企業之參考。 / Today, competition has turned into a global competition, the Taiwanese OEM companies with international famous brand enterprises, high-tech industries there is a deeply relationship of "living together", the Taiwan OEM companies must be constantly enhancing their competitiveness in order to maintain they valuable position that its status can not be replaced, otherwise face the status of cancel the order by customer, or even the fate of being eliminated. The business of OEM was not only in its production technology to keep the leading position, but also need to seek the transformation and upgrading of competitive strategy and technological innovation, in order to avoid being replaced by competitors, and get rid of low-profit competition; therefore, today's risk of OEM business rely on the continuous innovation capability, although early OEM business only needs focused on manufacturing, but as a large number of production run and use specifications of unity, plus information on popular and fast, and specifications become more standardized, it’s no longer a high thresholds and can’t pass through, resulting in the market competition is increasingly fierce. OEM business cannot only rely on go it alone, meant that the OEM business key profit enterprise growth is not only to improve cost management, or process, but also to keep a keen market prediction capabilities and core competencies, and examples from a variety of shows that innovation is the ability to establish long-term stability indispensable primary success factors; HTC from the world famous OEM business of high-end smart phones started, and then transferred to a ODM business, has been to own Dopod brand, and subsequently the brand re-named the HTC; ASUS Computer from PCB OEM in the world, and then transferred to ODM business, has been successfully developed "Eee PC" Netbook (mini Notebook) in 2007, and it was separated PEGATRON (ODM) and ASUS in 2010, PEGATRON officially parted ways with ASUS brand management; these signs appear only when you full build innovation ability to find out the core competitive ability of the direction and focus, you can also decide your positioning and activities in the value-chain of enterprise. When OEM model transfer to ODM model, and gradually took over the value activities in the R&D (Research and Development), the ODM model started independent research and development, which aims to provide brand enterprises more competitive. effective and innovative solutions, and set up the good partnerships with brands companies; therefore, through the case study, and face the challenge era, how to build self innovation by popularity, and establish core competency, from OEM model transfer to ODM model, but also put to the proof of its operating performance, to verify the transformation and upgrading policy that can make a profit of enterprise, and finally provide specific suggestions to enterprises when face on transformation and upgrading situations, I hope it also can be for reference to other OEM companies that they are facing difficulties.

本文的研究主題為利用實質選擇權的觀念，來協助手機ODM廠商計算並評估各種專案的投資效益，或採取適當的方法提高投資效益。 實質選擇權很適合用來分析具有高度不確定性的計畫的投資價值。一般的廠商自行做研發，是新產品研發的實質選擇權買方。但ODM廠商是幫客戶做研發，產品開發專案的決定權通常在客戶手上，ODM廠商變成新產品研發的實質選擇權賣方。所以要計算ODM廠商的研發專案的投資效益，會和傳統的方法不太一樣。 本文設計出一種分析方式，將ODM廠商提供的”設計與製造的整合服務”中間隱含新產品研發的選擇權賣權的成本估計出來。這些成本，會導致整個ODM的研發計畫的投資價值下降，尤其當產品風險高的時候更嚴重。研究結果發現風險愈高的產品越不適宜由ODM廠商來開發。風險較低的成熟產品則非常適合交給ODM廠商來開發。 另外本文利用這種分析方法，比較各種型式的手機專案的預期投資價值與機會成本，以提供管理者在比較與選擇不同專案時參考。也利用這種方法來分析手機ODM廠針對智慧型手機研發上的各種策略對投資價值的影響，以提供管理者在排定策略優先次序時參考。 / The Real Options approach has recently been growing in popularity in the valuation of R&D projects. It can help to evaluate the chances and risks of R&D investment by reflecting the values of of timing and operational flexibility. In most cases, these investments can be treated as “buying Real R&D Options”. However, the R&D projects of ODM (original design manufactor) companies are quite different. They “sell Real R&D Options” to their Brand-Name customers. To sell Options will increase the risks, so it’s definitely not free. This research utilizes the Real Options concept to evaluate the cost of these Real Options sold by Mobile Phone ODM companies to their customers. With this information, ODM companies can have a reasonable finaicial analysis before they sign the contacts based on market risks and opportunities. Futhermore, in this study we design a method to compare different types of projects based on the Real Options analysis. Companies can prioritize projects based on the results of the analysis. We also propose several approachs to increase the value of these R&D investments by reducing the cost of the Real R&D Options they sold.

近年來，台灣工業電腦表現突出，產值幾乎年年提升，在台灣資訊硬體產業中是異軍突起的產業。但事實上台灣的工業電腦產業的產值並不大，不到台灣資訊硬體產業的百分之二，是屬於一種利基型的產業，故至目前為止，毛利都還是相當高，約在30%~40%之間。但毛利高卻並未引起飽受低毛利之苦的國內資訊硬體大廠的垂涎，這與其產業的特性及文化有相當大的關係。 此外，台灣資訊電子工業是以代工模式起家，發展至目前全球第三大產值的規模，也有自創品牌；而台灣工業電腦產業也思循者類似的軌跡發展，但因產業特性有不同，故在業務模式的發展上有所差異。本研究探討下列議題：（1）工業電腦產業的特性（2）OEM/ODM/OBM業務模式特性，以瞭解何種業務模式較適用在台灣的工業電腦產業。 本研究藉由探討工業電腦產業的特性為基礎，再經由對OEM/ODM/OBM模式的業務特性之研究，輔以對國內上市上櫃的工業電腦廠商深度訪談，以了解台灣工業電腦在OEM/ODM/OBM三種業務模式的適用性。工業電腦的特性為少量多樣、密集的售後技術支援、長期供貨及應用在嚴苛的環境；而在業務模式方面，OEM模式基本上是廠商提供產能及生產技術，因目前台灣資訊電子工業生產技術普遍成熟，故附加價值不大，廠商需要靠規模經濟以降低製造成本，但此與工業電腦的應用市場為利基型市場，講求少量多樣的特性不符合；且如研發設計與製造生產分由不同公司負責時，交易成本會增加，故OEM模式不適用於台灣工業電腦廠商；ODM模式的研發與製造為同一廠商，對於講求產品需高度穩定性及需密集後續技術支援的工業電腦產品而言，可提供買主較為可靠的選擇，且工業電腦的應用市場多而分歧，亟需要具有研發實力的供應商針對不同的應用而設計出不同的產品；而對於台灣工業電腦廠商而言，由於提供了研發設計的部分，附加價值較高；故ODM模式對於台灣工業電腦廠商是具有相當的適用性。任何性質的產品想要獲得更豐厚的利潤或顧客忠誠度，抑或是市場佔有率的提升，除了獨占或技術專利之外，都必需走向品牌之路，工業電腦產業亦是如此，故對於工業電腦廠商來說，建立品牌有助於本身的發展；而對於買主而言，品牌代表可信任，代表產品具有相當的可信度，而這正是工業電腦產品市場所最重視的特質之一；故OBM模式在工業電腦是可以適用的。

台灣筆記型電腦代工廠商從1990年代開始，經過多年努力已經成為全球最重要的筆記型電腦代工業者，掌握超過90%的市場。然而近年代工廠商卻面臨低毛利，以及蘋果替代品和歐美市場景氣衝擊而腹背受敵以致出貨大幅下滑的困境。本研究希望藉由某個案A公司的立場，探討台灣筆記型電腦轉型平板電腦，如何在總體及產業環境下，藉由本身優劣勢的分析，配合環境的各種機會與威脅，建立一個創新而本身可以掌控的雲端運算生態體系，同時帶來相對獲利較佳的營運模式。 本研究透過檢視總體環境的雲端運算趨勢與全球英語的發展，以及分析筆記型電腦、平板電腦、印度軟體代工產業、以及蘋果iPad的商業模式等產業環境因素，整理出台灣筆記型電腦代工廠所面對的環境機會與威脅。透過對個案公司的各種內在優劣勢分析，作出以下對台灣筆記型電腦代工業者的策略建議： 1. 降低筆記型電腦代工比重，尤其是適度減少Ultrabook投入，以挪出資源給新產品。 2. 增加伺服器等相關產品線的投入，轉型為雲端硬體供應商。 3. 發展在雲端運算與相關生態體系業者的合作夥伴關係，包括與印度軟體代工業者的合作。 4. 選擇平板電腦適合的行業用產業，先從小範圍的行業用雲端運算，例如雲端英語教學，作為培養實力與經驗的起點，藉以熟悉雲端運算的商業模式，同時尋求保持良好的營運利潤水準。 / After 20 years of endeavor, Taiwanese notebook PC, or Laptop, ODMs have gained more than 90% of world share in terms of annual notebook PC shipment. However, these ODMs have been facing detrimental challenges which the profit margin is getting slimmer, and even worse is their customers have been losing markets due to both the world economy downturn, and severe challenges from Apple’s so-called “iDevice” since 2010. Through the approach the case study of a notebook PC ODM who is diversifing from notebook PC to tablet PC industry, and through SWOT analysis, I hope to figure out some feasible solution to bail the ODMs out with some innovative and profitable business models. By scrutinizing the trends of Cloud Computing and Global English under the macro environment, and the current industry status of notebook PC, tablet PC, Indian software ODMs, Apple’s iPad and its business model, we intend to figure out the overall opportunities and threats from the macro environment for the notebook PC ODMs who are keen to diversify into tablet PC field. Also, through the research to identify the internal strengths and weakness of the case company, the summary and suggestion to Taiwanese notebook PC ODMs are as follows: 1. Lower the percentage of notebook PC lines among their products portfolio. Ultrabook is not suggested to have heavy investment on. 2. Allocate sufficient resources to develop cloud-related equipments such as servers and tablet PCs. 3. Develop the crirical compentence set which are necessary for Cloud Computing, through the close partnership with major ecosystem participating companies. The cooperation between Taiwanese hardware ODMs and Indian software ODMs are highly recommended. 4. Start with one small but manageable ecosystem, such as English teaching through cloud, and get familiar with the business model and ways of sustaining profits.

以科技業而言，由於近來創業風潮蔚為風行，同時新創企業的數目也蓬勃增加，但是要如何永續發展，成為穩定生存的企業，還有很多需要努力及進步的地方。另外一方面，台灣各個科技大廠多數面臨創新動力及幅度不足的困境，始終處在代工的階段，毛利無法提升，故近來也有許多科技大廠積極找尋新創企業標的購併或合作，以期提升企業未來之競爭力。 本論文旨在研究新創企業及大型科技企業於供應鏈上的互動，大型科技企業該如何找尋正確之標的並且不影響原業務內容以及新創企業須具備哪些核心技能以期公司持續發展。本研究個案以Q公司以及N公司為個案案例，其中大型OEM/ODM系統廠Ｑ和硬體新創企業N的合作是為研究重點，因兩者的合作並不符合一般的直覺思維，Q公司必須要犧牲規模經濟才得以進行Q公司之產品製造，所以本研究透過資源觀點的學說，如資源基礎理論、資源優勢理論、資源相依理論等進而從外部環境到內部資源分析，可以發現因為環境因素的促使，導致Q公司與N公司形成互利的相依共生關係。 / Recently in technology industry, due to the recent upsurge of entrepreneurship, the number of start-ups has also increased vigorously. However, how to achieve sustainable development and become a stable and viable enterprise has a lot to do with efforts and progress. On the other hand, most of the Taiwanese technology firms are faced with the lack of margin and innovation power. They are still in the stage of foundry work and the gross profit can not be improved. Recently, many technology companies are keenly searching for the merger or cooperation of the new startups in order to maintain the future competitiveness of enterprises. The purpose of this paper is to study the interaction between start-ups and large-scale technology enterprises in the supply chain. How can large-scale technology enterprises find the right target and do not affect the original business content and what core skills the start-up enterprises should have in order to keep the company going. The research case is based on the case of Q company and N company. The cooperation between the large OEM / ODM system Q and the hardware start-up enterprise N is the focus of the research, because the cooperation between these two is not in line with the general intuitive thinking. It is necessary to sacrifice the Q’s scale economy to carry out the N company's product manufacturing, so this study will go through the resource point of view, such as resource-based theory, resource advantage theory, resource-dependency theory to analyze the external environment to internal resources. Simply saying the result can be conclude because of the relationship between environmental factors, resulting in Q company and N company to form a mutually beneficial symbiotic relationship.

後PC時代的特色應可描述為“透過網路架構與無線通訊，完成資訊、通訊、家電等3C設備的整合，並普遍化、生活化，形成網路經濟社會”，而IA（Information Appliances）就是在這股3C整合的過程中逐漸孕育而成，後PC時代正是由IA這股具體的原動力打造出來，它代表著此一嶄新時代的來臨。當進入“後PC時代”，它也表示了“透過網路收發資訊”是未來生活真正的重心，而行動資訊存取的需求逐漸增加，PDA（Personal Digital Assitance）的風行，帶動了這個產業的興起。基於這個理由，本研究的動機是「希望對PDA產業的生態作一番深入瞭解」與「台灣PDA產業的發展機會在那裡？」。 本研究希望能探討台灣在過去PC相關硬體製造上稱霸世界的原因與關鍵成功因素，再進一步探究往後的路該怎麼走。後PC時代的明星產業、產品、企業要如何走？總結以上，推導出本研究之主要目的包括：一.以IA產業結構的發展與產品的研發為探討主體，整合以往PC發展之經驗，運用典範轉移與經驗傳承，建立優質管理模式與原有優勢及能耐延續。二.以PDA產品為例，對國內外企業經營PDA產品所投入資源，進行分析驗證，並提供業界完整思考與資訊經營策略與法則。三.針對台灣PDA廠商之經營模式，進行內在條件的分析與外在環境的背景分析，運用資訊產業關鍵成功因素，設定企業的策略性定位，找到贏的策略，希望能再創台灣資訊王國之美譽。 本研究架構將探討在快速變遷的資訊產業環境下，台灣PDA廠商如何進行適切的業務型態選擇策略，以鞏固市場並取得競爭優勢。本研究採取企業經營策略理論，以多重構面來衡量廠商的核心能力、競爭優勢，探討廠商如何以最佳策略決擇，來因應產業環境變化、強化爭優勢，進行合適的業務型態，利用定性的個案研究法，深入了解廠商的核心能力與採用的經營策略發展情形，由多重構面的分析整理，找出最佳經營策略與最適之廠商業務經營型態。

回顧台灣的經濟發展軌跡，過去五十年努力以赴快速提升國民所得，逐步邁入已開發國家之林，如今台灣廉價勞力優勢逐漸被東南亞和中國等國家取代，台灣產業也開始朝向高科技、高附加價值產業發展，電子資訊產業為了持續保有全球市場競爭力，開始致力提升企業的產品開發能力，持續進行創新性產品開發，創造企業價值，這是台灣電子資訊產業建立全球競爭力的重要因素之一。 在經濟發展過程中，台灣電子產業致力於產品升級和企業轉型，擺脫複製組裝或OEM(委託生產製造)，邁向ODM(委託設計製造)和OBM(自有品牌) ，促使產品研發能力提昇並持續擁有國際競爭優勢，於全球性激烈競爭市場環境中生存，並在全球產業分工模式中佔有一席地位。如何在最短期間推出品質、功能、價格皆能滿足市場需求，以維持其競爭優勢，成為台灣產業界共同關心的課題。 在全球化產業競爭日愈激烈的今日，台灣製造業除了有效運用大陸低廉生產勞動成本的競爭優勢，本身也應該從原有代工製造的型態，發展成具有代工設計能力，並且結合垂直產業價值鏈上的所有廠商，進行產品的協同設計開發，使產業核心能力互相連結，發揮創新的能力。『協同式產品商務模式』若能建立在兩岸三地的經貿合作網路中，則台商可以將企業的各項營運資訊做有效的整合，達成及時溝通互動及智慧分享的目的，將產品的開發時程大幅縮短，同時也可節省不少溝通成本，進而為企業建立競爭優勢。 本研究從產品生命週期管理系統(PLM：Product Lifecycle Management)的用途與發展歷程觀察；台灣電子產業內外部研發職能現況，及企業內部研發活動與外部夥伴組織協同設計面臨的管理瓶頸，還有從企業導入生命週期管理(PLM)系統的目的及期望觀察；關鍵成功因素(CSF) 研究方法運用在PLM專案實施過程中，藉由審視實際個案導入的手法分析企業導入生命週期管理(PLM)系統後；企業內部各功能性組織及外部夥伴組織(客戶及供應商)協同設計活動，透過協同資訊服務網，將企業的各項營運資訊做有效的整合，及時溝通互動及智慧分享，逐項分析企業於策略面、作業面、管理面、組織面、資訊科技面的流程管理改善效益，期待在全球電子科技業分工議題上，藉由資訊科技的整合及溝通，兩岸産業分工由産品生産階段的分工走向研發與創新、營運、製造、行銷等功能性的分工走向，為台灣電子科技業盡一份心力。 / Taiwan’s economic development track shows that the country in the past 50 years bolstered its national income, and gradually becoming one of the developed countries in the world. And now, Taiwan’s once competitive labor is replaced by cheap labor in Southeast Asia and China. This prompted Taiwanese companies to switch to high tech and high value added industries. In their attempt to maintain its competitive edge in world market, Taiwan electronics and IT companies escalated their research and development ability on enterprise products. Creating values through consistent innovative product design is one key factor by which Taiwan electronic and IT industry players compete in the world market. In its economic development, Taiwan electronics enterprises thrived in product upgrading and business transformation. They moved away from assembly production or OEM (Original Equipment Manufacturing) businesses, and move toward ODM (Original Design Manufacturing) and OBM (Own Brand Manufacturing). Improved research and product design capability became their competitive edge in the global market, allowing them not only to survive amongst the cutthroat competition, but also to play a key role in global collaborative markets. It is the common focus of Taiwanese IT companies to keep ahead of global competition by delivering cost effective, quality, feature rich products in the shortest lead time. In face of the increasing competitive the global market today, Taiwanese electronics manufacturing companies bolster their strength by migrating from OEM to ODM businesses, and vertically integrating satellite companies in China, fully leveraging China's cheap labor and low cost resources. This collaborative production and business model, combining the core competence of all industries from both camps, brings out a new creative and powerful force. If this collaborative production and business model can be built on the economic and trade networks across the strait, then, Taiwanese enterprises can effectively integrate all its operational information in the same platform, linking up intelligence databases and interactive, real time communication. As a result, Taiwanese industries can shorten a great deal of product development lead time and reduce communication costs. This brings Taiwan further ahead in global competition. This research aims to layout the groundwork for Taiwanese enterprises to expand from collaborative production to functional collaborations, including R&D, operating, manufacturing, sales and marketing, by analyzing the current workflow management through case study of PLM implementation. This research results shall be supported by the following coverage: 1)Observation on system implementation and progress of PLM. 2)Purpose and expectation of Taiwanese enterprises in implementing PLM (product life cycle management). 3)Current functions of Taiwan electronic companies’ in house R&D units and external cooperative partners. 4)Bottlenecks in managing in house R&D, their activities and their cooperation with external engineering teams. 5)The role of Critical Success Factor (CSF) in the implementation of PLM. 5) Activities of internal design functional units collaborating with alliances, both vendors and customers, utilizing collaborative information service platform to effectively integrate a wide range of cross the strait operations, and linkage of interactive communication channels and sharing of real time knowledgebase database. 6) Analyze the enterprise’s tactics, the operations, the managements, the organization and Information technology aspect to improve their RD workflow management superiority item by item.

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.