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.