As the consumption trend has shifted to personal uniqueness, the traditional mass production of a single product has already been replaced by a small amount of various production to match consumption pattern. To meet challenge imposed by the market, manufacturers must change tactics and methods in their R&D activities. Consumers have already taken the high-quality products or services for granted, hoping to obtain the desired products or services that as soon as possible. The manufacturer expects to push new products or services to the market earlier than the competitors¡¦ move in order to gain extra profit margins. Higher price can be sold for a product pushed earlier to the market than a later product with the similar function. The products that lag behind in the market introduction will suffer lower prices or no profit. The manufacturer always wants to clear out the stock of existing products to control costs, and attempts to introduce new products or new services with more new functions before followers do. The purpose is to dominate the market and let followers not to enjoy profit margins. So, how to speed up the products¡¦ lifecycle should be the goal for enterprises to pursue. Recently, each enterprise emphasizes the core competencies, keep and strengthen the strong abilities of enterprises, and conducts outsourcing the less competitive products to those companies that are familiar with related manufacturing technologies. In the process a new product is developed or the modification for the product design has taken place. Questions arise as to : (1) how to transmit information to the person who must know as soon as possible? (2) how to guarantee the product information that the research personnel receive is the correct edition? Collaborative Product Commerce between the organizations will encounter more difficulties and challenges than the Collaborative Product Commerce within the organization. And this subject has already become serious challenges in the supply chain. The products function has grown more complicated, and a lot of unconfirmed factors exist in the development of new products. While the project developed carries on, customers¡¦ requirement, manufacturing technology and restriction of engineering ability, and the restriction of the supplier's engineering ability, may all influence the new product engineering. So while the new product development project carries on, because of these changes they will cause design modification or manufacturing operation modification, in order to enable development of the products to maintain integrally, and reach the goal of the project. So how to use PLM system to coordinate with among different functional organization department, and to coordinate inter-organization project team members, have become the main issues of this thesis. For Semiconductor Industry, Taiwan is the most important manufacture area of the world, from IC design, wafer fabrication, wafer probing, IC packing and final test, etc. Taiwan has a entire and strong supply chains. Count according to Dataquest, the global semiconductor assembly and testing industry subcontractor, Taiwan got the 43.7% market share in 2005, nearly have about 30% of leading disparity with No. two U.S.A. with scale of 6,641 million dollars, it is obvious Taiwan is the leading status of the industry in the whole world. This research takes case A Company as an example, and compares the new product development procedure before PLM implementation and after, including the project workflow, data access, information sharing, knowledge sharing, decision making and information security, in order to offer a reference model for the manufacturing industry especially semiconductor assembly and testing industry of Taiwan to implement PLM System.

Syfte – Syftet med denna studie är att underlätta implementeringen av produktlivscykelhantering (product lifecycle managmenet (PLM)) genom att öka förståelsen för vilka förmågor som krävs av organisationer när de ersätter ett produktlivscykelhanteringssystem (product lifecykle managament system (PLMS)) och vilka aktiviteter som realiserar dessa förmågor. Metod – Studien är en kvalitativ fallstudie och observerade en ersättning av ett PLMS på ett företag inom fordonsindustrin i Sverige. Intervjuer hölls med projektledare, affärsarkitekter, affärsanalytiker, utvecklare och användare, alla involverade i eller hade kunskap om den studerade systemersättningen. Totalt genomfördes 21 intervjuer och resultat genererades genom en tematisk analys. Resultat – Studien resulterade i sex domäner (1) business process and practice, (2) communication, (3) people, (4) user experience, (5) technology, och (6) system management bestående av förmågor som krävs av organisationer vid en PLMS-ersättning. Sammanlagt identifierades 15 förmågor underbyggda av 42 aktiviteter och samtliga domäner och förmågor är sammanfattade i ett utvecklat ramverk.   Teoretiska Bidrag och Praktiska Implikationer – Studien bidrar med en grundlig genomgång av den befintliga litteraturen inom PLMS-implementering, en empirisk studie av PLMS-ersättning samt vidareutveckling och upptäckt av domäner som presenteras i ett ramverk. Dessutom hjälper ramverket chefer att utvärdera om organisationer besitter de förmågor som gör att de kan utföra de aktiviteter som krävs för PLMS-ersättningar eller inte.  Begränsningar och Framtida Forskning – Studien begränsas av en fallstudie av en PLMS-ersättning i en tidig fas. Därför rekommenderas framtida forskning att validera och utöka studiens resultat i andra sammanhang. Det är också av praktiskt intresse att kartlägga aktörer inom en PLMS-ersättning och undersöka när, hur ofta och av vem aktiviteter som stöder förmågorna ska genomföras. Nyckelord – Product lifecycle management; Product lifecycle management system; Product data management; System implementation; System replacement. / Purpose – The purpose of this study is to facilitate the implementation of a product lifecycle management (PLM) approach by enhancing the understanding of what capabilities are required by organizations when replacing a product lifecycle management system (PLMS) and what activities realize these capabilities.  Method – The study employed an abductive single case-study approach, observing a PLMS replacement effort within the automotive industry in Sweden. Interviews were held with project managers, business architects, business analysts, developers, and superusers, all involved with or had knowledge about the studied replacement effort. In total, 21 interviews were conducted, and results were generated through a thematic analysis. Findings – The study resulted in six domains (1) business process and practice, (2) communication, (3) people, (4) user experience, (5) technology, and (6) system management consisting of capabilities that are required by organizations when replacing PLMS. In total, 15 capabilities underpinned with 42 activities were identified, and the domains and capabilities were summarized in a developed framework.  Theoretical Contribution and Practical Implications – The study contributes with a thorough review of the existing literature on PLMS implementation, an empirical study of PLMS replacement, and further development and discovery of domains presented in a framework. Furthermore, the framework assists managers in evaluating whether organizations possess the capabilities that allow them to perform the activities needed for PLMS replacements or not.  Limitations and Further Research – The study is limited by a single case study of a PLMS replacement effort in an early phase. Therefore, future work to validate and extend the study’s findings in other contexts is recommended. Also, mapping actors within a PLMS replacement effort and investigating when, how often, and, by whom activities underpinning the capabilities should be performed is of practical interest.   Keywords – Product lifecycle management; Product lifecycle management system; Product data management, System implementation; System replacement.