在節能、無輻射、高解析度、更具時尚的設計等優勢下，全球液晶電視取代傳統CRT電視的趨勢已經愈來愈明顯，各液晶電視品牌電視大廠對於委外生產的比例亦逐年提高。因此吸引了台灣許多廠商爭相跨足液晶電視代工的行列。 在發展液晶電視代工的廠商中，本研究針對廠商的特性將發展液晶電視的代工廠商歸類傳統家電廠、面板廠、筆記型電腦代工廠、監視器專業製造廠商四大類。本研究以邱志聖教授的策略行銷4C架構來分析這四類製造廠商的發展演進，並對這四類製造廠商未來發展提出看法，以做為液晶電視代工業者未來擬定策略的參考方向。 / With the advantages of less energy consumption and radiation, higher resolution, good looking in design, the trend that LCD TV replaces traditional CRT TV is very obvious. In the mean time, the outsourcing percentage for brand name customer is also getting higher and higher. Therefore, many manufacturing companies in Taiwan are aggressive to put their resources in this competition in order to get more outsourcing LCD TV order. The companies involving the LCD TV OEM/ODM can be divided by Home Appliance companies、panel makers、notebook OEM manufacturers and monitor OEM manufacturers. In this research, systematic analysis is done based on “Strategic Marketing Analysis” for the four kinds of companies. Hope it can provide some good information and reference to those companies when developing their LCD TV OEM/ODM strategy in the future.

In today’s world, change is faster than ever with rapid technological development and increasing global competition. The effects of globalization have led to more intense international competition when competitors originate from different parts of the world. Thanks to the use of new information technology, transparency has increased and made it possible for customers to compare products and prices between suppliers and prices in different markets and also buy cross-border. This puts pressure on companies to differentiate and develop their competitive advantage. Pricing could be such an advantage. Organizations need to develop pricing strategies well adapted to meet these external changes and remain profitable. Value-based pricing strategy has proven to help companies to move away from discussions about pricing and instead focus on the unique value the company’s offerings can provide the customers. This is also the pricing strategy that creates the best opportunities to maximize the profit in every sales situation. Therefore, this study has investigated how OEMs work with value-based pricing strategy and pricing processes in the context of globalization and ICT.   This has been done by conducting a case study at the company Atlas Copco in Sickla, Sweden, that is market leader within sustainable production solutions. The case study consisted of interviews with, and a questionnaire sent out to, managers at Atlas Copco, Industrial Technique, General Industry, involved in the pricing process.   The results indicate that Atlas Copco strive to work with value-based pricing and are somewhat taken into consideration global trends affecting pricing and working internally with factors affecting pricing. Furthermore, the findings suggest that in order to use value-based pricing in the context of globalization, the company should state and implement a clear pricing strategy, decentralize pricing authority, provide the sales organizations with guidelines, training and communication platforms and work to move away from commodities.   The findings of this study have implication both in a theoretical and industrial aspect. From the theoretical aspect, the findings contributes to the existing research about value-based pricing, a research area which is usually fragmented and mostly describes what value-based pricing is, not how it is used, especially not in a global context. This study contributes with a case showing how OEMs are working with value-based pricing, taking into consideration both global trends and internal factors. From the industrial aspect, the results from this study give OEMs competitive advantage through following the findings about what internal and external factors to consider when working with their pricing strategy.

京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第19460号 / 経博第529号 / 新制||経||276(附属図書館) / 32496 / 京都大学大学院経済学研究科現代経済・経営分析専攻 / (主査)教授 若林 靖永, 准教授 曵野 孝, 准教授 田中 彰 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DGAM

Purpose: The purpose of the thesis is to identify Swedish foundries’ challenges regarding circularity and sustainability demands and explore how SME foundries can be more sustainable and circular. Method: The research approach used in this study is an exploratory multiple-case study. The research questions are answered by using qualitative data through interviews and observations as data collection methods. Findings: The study’s findings present many challenges for Swedish foundries. The main challenges identified are fluctuations in demand, Just-in-Time, extra transports, and the availability of suitable supply chain partners. The challenge of demand fluctuations for SME foundries resulted in a recommendation on how SMEs can face the challenge. The recommendation aims to reallocate capacity by warehousing, followed by increasing communication in the supply chain. The study concludes that Swedish foundries are far from achieving circular supply chains but strive for sustainable foundries. Practical Implications: Organizations could use this thesis as a point of reference to compare and reflect on their foundry operations. Since SMEs are targeted for facing challenges in the industry, practical implications could provide a recommendation for organizations and managers in the foundry industry to collaborate more efficiently with OEMs. Theoretical Implications: This study contributes to the existing knowledge with a new perspective as the challenges connected to sustainability and circularity have been a gap for academia in the foundry industry. Delimitations: This thesis delimitates within the supply chain of one SME and two OEMs in the Swedish foundry industry. The SME’s role in the supply chain is a supplier of casted components, while the OEMs are both a producer of castings and a customer of components. The areas within the supply chain studied are castings, materials, logistics, production, and sustainability & circularity.

Yes / The evaluation of impact of collaborative research on robust design methodologies and methods is important to both academic and industry stakeholders. This paper introduces a framework for impact evaluation which combines the broader framework adopted for the academic research impact assessment with the organisation viewpoint centred on business results, process improvement and product development teams capability improvement. A large scale empirical study conducted with evidence from technical reports on workplace projects from an automotive OEM proved the validity of the proposed framework.

Yes / This paper presents an evaluation study for the System State Flow Diagram function modeling framework based on a large-scale study with an automotive OEM. Technical reports are used to evaluate the usage of the framework within the organization. The paper also introduces a list of the type of problems that engineers are interested in in practical function modelling. The findings suggest that there is a widespread uptake of the framework across the organization and it supports the usage of relevant key engineering tools within the context of a broader model-based Failure Mode Analysis methodology.

The automotive industry is in a period of significant change with different emerging technologies trying to impact the industry. It is in a time where the fourth industrial revolution, Industry 4.0, opens up opportunities for OEMs to improve their products and services with the help of transitioning towards Asset Performance Management (APM 4.0). This master thesis has identified various OEMs values with the help of the framework Value Mapping Tool to help the companies capitalize on these opportunities. The values were divided into the following subvalues; Value Captured, Value Missed, and Value Opportunities. OEMs have to adapt their existing business models with the help of business model innovation to improve the identification of values further and stay competitive or gain competitive advantages. Literature regarding the current state of the automotive industry and transitioning towards APM 4.0 has been combined with findings from six semi-structured interviews. The findings are based on interviews with employees with different positions from various automotive companies in Sweden. Furthermore, the findings and the literature have been compared to three benchmarking studies of similar research in Germany, China, and the USA to gain an overall view of the problem. The missed values are characterized by Complexity, Ambiguity, and Knowledge. Moreover, the values captured show that new business models are needed due to the market rapidly transforming but companies lacking knowledge on how to capture value. The complexity concerns the new complex technologies arriving as well as the high level of uncertainties rising with the introduction of APM 4.0. The ambiguities indicate the problems the automotive companies have with searching for information since they do not know what to expect. The knowledge refers to knowledge gained during the process of implementing APM 4.0 in order to identify valuable unexplored data. Nonetheless, the study also led to finding potential value opportunities despite the lack of knowledge and a high level of uncertainty. There are unexplored business models which can improve the manufacturing processes for the automotive companies. Project benchmarking has shown positive signs but still has not reached its full potential due to low amounts of tests. The study concludes that many clear obstacles hinder a successful implementation of APM 4.0 within the Swedish automotive industry. In order for the automotive companies to optimize the implementation, they have to capture value relevant to their business model. / Fordonsindustrin befinner sig i en period av tydliga ändringar då ny teknologi försöker göra sitt avtryck på industrin. Det är i en tid då den fjärde industriella revolutionen, Industry 4.0, öppnar upp möjligheter för OEM:s att förbättra deras produkter och tjänster med hjälp av skiftet mot ”Asset Performance Management (APM 4.0)”. Denna masters arbete har identifierat olika värden i OEM:s med hjälp av ramverket Value Mapping Tool för att stödja företag att ta vara på dessa möjligheter. Värdena blev uppdelade i följande delvärden; Värde Fångat, Värde Missat och Värde Möjligheter. OEM:s måste anpassa deras nuvarande affärsmodell med hjälp av affärsmodellsinnovation för att kunna förbättra identifieringen av värden ännu mer och för att förbli konkurrenskraftig eller tjäna konkurrensfördelar. Litteraturen angående det rådande läget av fordonsindustrin och skiftet mot APM 4.0 har kombinerats med resultatet från de sex semistrukturerade intervjuerna. Resultatet är baserade på intervjuer med anställda inom olika positioner från varierande fordonsföretag i Sverige. Vidare, har resultatet och litteraturen jämförts med tre riktmärknings studier av liknande forskning i Tyskland, Kina och USA för att kunna få en överblick av problemet. De missade värdena karaktäriseras av Komplexitet, Oklarhet och Kunskap. Vidare, visar de fångade värden att nya affärsmodeller krävs på grund av den snabbt ändrade marknaden i samband med den nya teknologin som kommer, men företag saknar kunskap av att veta hur de ska fånga denna värde. Komplexitet berör de nya komplexa teknologierna som kommer samt den höga nivå av osäkerhet som uppstår i samband med introduktionen av APM 4.0. Oklarhet syftar på de problem som fordonsföretag har med att hitta information eftersom de inte vet vad de ska förvänta sig. Kunskap hänvisar till kunskap erhållen under implementeringsprocessen av APM 4.0 för att identifiera värdefull outforskad data. Likväl, hittade studien också potentiella värde möjligheter trots bristen på kunskap och den höga nivån av osäkerhet. Det finns oupptäckta affärsmodeller som kan förbättra tillverkningsprocesserna för fordonsföretag. Riktmärkning projekten har visat positiva tecken men har fortfarande inte uppnått sin fulla potential på grund av det låga antalet tester. Studien drar slutsatsen att det finns många tydliga hinder för en lyckad implementering av APM 4.0 inom den svenska fordonsindustrin. För att dessa fordonsföretag ska optimera implementeringen måste de fånga värde som är relevant till deras affärsmodeller.

摘要 在今日這個全球化競爭的市場中，評估一個企業的表現時，不論是實務界或是學界都會認為品質是一決定性的因素。因此如何去衡量與報導企業品質成本便成為一個重要的議題 (Halis and Oztas 2002)，因為任何控制計畫開始的第一步就是去衡量要控制的目標。且只要企業會耗用資源在任何不良品或重製品上，就不能忽略品質失敗成本對於營業費用的影響，這些費用是多餘且非必要的成本，重製成本等於是品質成本，最後便成為財務報表上的營業費用(Wong 2002)。因此品質失敗成本不得不被企業所重視。 一旦企業可以有效掌握住影響品質成本關鍵影響因素，不僅能降低成本也能同時提升品質水準。國外學者雖也有文獻對於品質成本之影響因素加以探討，但多是理論架構的討論，即使實證研究也多限於資料取得問題，探討的因素不夠完整。國內學者有張寶光(1999)首次針對品質成本-預防、鑑定、內外部失敗成本之關鍵影響因素加以探討，建立理論模型並加以實證。而後亦有陳忍(2000)補張寶光研究之不足處，以作業基礎成本制(Activity-Based Cost)角度針對某電信電纜業之內部失敗成本關鍵影響因素加以探討。由於本研究之個案公司相當重視品質問題，且對於客訴資料的整理頗為重視，在客訴金額的內容中已估計重製成本、邊際貢獻損失、重驗、其他相關費用…等成本。本研究更協助個案公司追溯計算其2000年開始之內部失敗成本資訊。因此在參考國內外相關文獻後，本研究希望能探討個案公司之內外部失敗成本之關鍵影響因素，除希冀對個案公司之品質管理能有助益外，更希望以此實證結果對於影響品質失敗成本的關鍵因素之了解有所貢獻，以提供其他企業日後在降低內、外部失敗成本時，能夠有所依詢。 本研究結果顯示： 一、內部失敗成本方面 員工之「品質認知程度」對於內部失敗成本呈正向關係，即是實施看板教育後較實施前所發生內部異常之失敗成本較高，且達1%顯著水準。顯示個案公司員工在實施品質看板教育之後，對產品品質標準的要求重點的認知確實有所提升，也因此可在站與站品質交接時，確實挑出不良品，導致內部失敗成本在看板教育實施後提高，相對減少外部失敗成本的損失。 二、外部失敗成本方面 1.「新設計產品」與外部失敗成本有顯著關係， 顯示個案公司在生產新設計產品時，確實會發生較多外部失敗成本，原因可能在於 □ 業務與生產單位溝通客戶對於新產品設計的要求。 □ 現場作業員對於新設計之產品之品質要求不清。 □ 現場作業員對於新設計產品之製程作業不熟悉。 個案公司日後可針對上述或其他可能發生原因進行改善以降低新產品設計訂單發生之外部失敗成本 2.「績效考核制度調整前後」與外部失敗成本有顯著關係，顯示績效制度調整後並未使外部失敗成本有效降低，反而升高。本研究建議個案公司可對績效制度再行檢討。 3.員工之「品質認知程度」與外部失敗成本有顯著關係，即是看板教育實施後，員工對品質認知程度提高，而後發生之外部失敗成本較低，且達10%顯著水準。顯示個案公司員工在實施品質看板教育之後，對產品品質標準的要求重點的認知確實有所提升，因此可在公司內站與站品質交接時就挑出不良品，雖使得內部失敗成本在看板教育實施後提高，但也相對減少外部失敗成本的損失。可見加強員工之品質認知程度應可有效降低個案公司外部失敗成本。 關鍵字：品質失敗成本、設計代工、製造代工、ISO9001

台灣電子產業以製造代工起家，近年來受到產業環境以及全球化競爭的影響，使得代工的毛利逐年降低，許多企業也陸續進行轉型與升級，朝向建立專業研發技術與自有品牌兩種模式發展，本研究以筆記型電腦產業與行動電話產業為例，各選取兩家具代表性的公司進行個案分析研究，目的要歸納出不同產業以及個別公司在經營模式選擇上的差異。 透過本研究可發現影響企業經營模式的抉擇因素，包含整體產業的屬性、全球競爭態勢以及未來發展趨勢等外在環境因素，產業的差異對於策略選擇的考量，因市場動態的不同而要能夠靈活調整，歸納兩個產業所得到具體結論如下： 代工經營模式： 1.運用規模經濟，擴大產業鏈垂直與水平的整合，以生產成本為導向，創造競爭優勢。 2.強化研發實力，增加產品線廣度與深度，開發多角化、高階產品。 3.積極進行產業升級與轉型，建立技術能力，朝向專業設計代工發展。 品牌經營模式： 1.關鍵在於產品的特色。產品要能夠要引領消費趨勢，創造終端使用者的需求。 2.必須擁有前瞻的技術能力，掌握未來市場的脈動。 3.能夠發展出獨特的營運模式，同時深耕通路零售的經營。 對於任何企業而言，必須要瞭解自身內部的競爭優勢與關鍵成功要素，建立專屬的核心能耐，才能延續企業的生命力。 / Taiwan electronic industry started from OEM and some of the companies are very successful in worldwide. The industrial environment has changed and is more competitive and the margin of OEM is getting less during these years.Most of the companies are aiming to become more competitive by improving their R&D technique and build own brand awareness. This study is based on Notebook and Mobile phone industries to analyze the differences of management in these two fields, and I have chosen two representative companies for each field. Through the research we can conclude there are several factors to affect the enterprise strategy. The findings are as follows: OEM companies should: 1.Integrate industrial chain and enlarge economic scale to decrease the production cost. 2.Strengthen and develop the R&D ability and increase various product lines. 3.Improve own technologies and unique designs to be more competitive. OBM companies should: 1.The products can lead the trend and meet the request of end consumers. 2.Create pioneer technology and catch the market trend. 3.Create innovative business model and good management of the channels. All enterprises should find their own advantages and KSF to build their core competency to extend the business life.

Memory assembly and testing OEM as the IC semiconductor backend process by Taiwan conducts 30% manufacturing output globally. Mainly 50% of the output focused on DRAM. The quality and shipping were headed as the key factor all over the world. The manufacturing process improved in South Korea and mainland China accompanied with the raw material price rising after the 311 earthquake in Japan, enterprises encountering enormous challenge so their OEM manufacturing needs to incorporate the copper wiring process and lower the cost to enhance the competitiveness. The rush orders exhausted the DRAM on-hand parts after economic recovery during the first half of 2011. The shortage mainly came from raw materials, human resources and equipments. Precise planning with elastic resource and information system control became the top priority. Therefore as Elpida, the DRAM manufacturer in Japan, filed the bankruptcy protection, memory assembly and testing OEM manufacturers should be paced in tuning the policy of enterprise, organization, production elements and information system to face the rapid global economic environments change. We propose architecture-oriented memory assembly and testing OEM factory manufacturing resource planning management model (AOMATOEMFMRPMM) in this study. AOMATOEMFMRPMM is an enterprise architecture which uses structure-behavior coalescence to define the components, operations and task forces during the planning of the manufacturing resources. AOMATOEMFMRPMM lets corporation supervisors understand and manipulate effectively the manufacturing resources, lessen the risk of re-organization, improve the quality of maintenance and efficiency of communication of the information system.