Nowadays, companies of emerging countries have started to compete with Taiwanese companies with the same OEM/ODM business model. This trend has made the advantages of manufacturing of Taiwanese companies disappeared. So the growth of Taiwanese economy that depends on exporting companies¡¦ products has suffered severe threats. Therefore, Taiwanese industries and government have struggled to transform into the field of OBM. They hope it can make more added values from OBM. This research studied on Taiwanese companies that have made some achievement in OBM field in the international base on resources-based view. This research studied on how they created and operated their own brands and how they planned their own international strategies of OBM, tried to find out the differences between OEM/ODM and OBM in nature, resources and abilities, and found out the main dimensions that how companies met the gap existing in resources and abilities. This study also tried to figure out the processes how companies with brands built up their OBM business in European markets, and then this study wanted to build a conceptual structure about how a business model transformed from OEM/ODM into OBM. Finally, the study found out another company that is a novice in building international OBM business, and did some analysis and suggestions for it based on the conceptual structure to verify the feasibility of the conceptual structure. The sources of the research data are from second-hand data and from interviewing with the studied companies. I hope the study can be a reference for any companies which want to build their business model of OBM. The results of this study showed that there is indeed a gap between OEM/ODM and OBM in respects of essence and the needed resources and capabilities. And the studied cases which have their own brands had an extent of similarity in building their OBM business in European markets. Therefore, this study tried to divide the processes of how the studied cases that built their OBM business in European markets into five stages, and every stage has different features and needed resources as well as capabilities. And then did some analysis and suggestions for the case which is a novice in building international OBM business. This study found out that the studied findings had an extent of feasibility and credibility.

Based on the R&D roadmap, market demand, supply chain framework, economy of scale, clientele distribution, and manufacturing strategies of medium and small-size Liquid Crystal Display (LCD) industry in Japan, Korea, Taiwan and China, this thesis aims to explore the possibility of Taiwanese medium and small-size LCD manufacturers in acquiring global ODM & OEM contracts, and identify the competitive advantages and disadvantages of a case company - TPO. By using the Porter¡¦s five force model and the SWOT analysis, we have found the following: 1. Technology research and development: The case company does not have a clear road map. As jobs are roughly defined and randomly delegated among R&D and production units, they cannot be effectively coordinated to meet future market demands. 2. Product development: The speed of product development and problem-shooting does not meet the requirements of ¡§time to market¡¨, which has caused the recent loss of major customers. 3. Supply chain: The case company has not established long-term partnerships with its material suppliers and supplier selection is primarily based on low unit price instead of in strong commitment to elevate capability or improve quality. 4. Production specialty and cost: The production facilities of the case company are widely distributed in ChuNan, NanJing, Shanghai, and Osaka-Kobe. The overall production costs are higher than its rivals and the back-end production capacity does not meet customer requirements in price and quantity. 5. Quality management: Most long-term clients of the case company are located in Taiwan or China. Lack of direct international experiences, the case company has not been able to meet the high quality requirment of the global tier one players. In this thesis, the following directions are suggested: 1. To enhance labor quality in China: The quality of its Chinese labor force should be elevated to shorten production processes for cost reduction. 2. To upgrade supply chain management by taking advantage of direct flights between the Taiwan and China: With reduced costs in transportation and inventory brought by direct cargo flight, the case company can adopt the strategy to ¡§manufacture in the vicinity of end-market¡¨. 3. To use vertical integration or horizontal alliance in its supply chain to improve its cost structure: By enhancing cooperation and job delegation among its group members and/or OEM providers, the case company can effectively lower the investment costs and inventory impairment risks. 4. To increase the economic scale of its production facilities: Each production facility should be assigned for a specialized production line to make the best economic scale. For instance, Shanghai Fab specializes in car appliances and NanJing Fab in non-Automotive LCD and Avionics LCD products, while Chunan Fab is mainly for the production of the front-end aerospace products. 5. To elevate the overall quality awareness: Quality management should be adopted from the very beginning of product design and specification. Meanwhile, DFMEA and PFMEA should be persisted for overall quality improvement.

This thesis is focused on case study research of Corporate Social Responsibility (CSR) in the Taiwanese OEM/ODM corporation Lite-On. Lite-On provides a representative sample of Taiwan’s key industry - the high-tech industry with OEM/ODM manufacturers supplying to global brands. The study has two objectives. The first objective is to introduce the CSR instruments currently used in electronics industry, with a special attention paid to their usage among Taiwanese companies. How successful is the implementation of CSR in the electronics supply chain? The second objective is to study the current status of CSR in Taiwan, while considering a wider context of business ethics and management practice in the Chinese communities. What factors shape the CSR in Taiwanese-invested corporations? After examining these objectives, the key research question of this study is to find out why Taiwanese companies facing harsh competition in the supply chain engage in implementation of corporate social responsibility programs. The thesis is divided into five chapters. First, theoretical concept of CSR and new role of multinational corporations in the global supply chain are introduced. The next chapter recounts the story of Lite-On corporation and its CSR practices, thereby offering a valuable micro-perspective on CSR in Taiwan. The study continues with analysis of legal and voluntary instruments that attempt to address the CSR issues. The final section portrays current status and understanding of CSR in Taiwan’s business community and draws on CSR challenges.

Made available in DSpace on 2016-08-02T21:42:44Z (GMT). No. of bitstreams: 1 Joao Cunha.pdf: 368780 bytes, checksum: dd1a0db874a0d59bc0196690065989ed (MD5) Previous issue date: 2007-08-28 / A presente dissertação tem por objetivo investigar os aspectos do processo de terceirização da atividade industrial em suas diversas etapas. São estudadas todas as fases, iniciando-se pelo planejamento das atividades e segue com o estudo da viabilidade econômica, com o levantamento dos benefícios potenciais (identificados e separados). Identificação dos fornecedores potenciais, desenvolvimento dos produtos, aprovação dos produtos, estudo da estrutura de custo e do preço a ser praticado, finalizando com o início dos fornecimentos. Para tanto, foi realizado o estudo de um caso de terceirização da produção em uma indústria de produtos para iluminação. O objetivo desta terceirização foi otimizar a variedade dos produtos fabricados sem entretanto, alterar o portifólio dos produtos comercializados . Para tanto, decidiu-se por desenvolver novas fontes de fornecimento para os produtos com menor volume de produção e com maior complexidade em suas construções. A planta de produção da empresa "Alfa" está localizada no estado de Nuevo Leon no México e tem como objetivo fornecer produtos de iluminação (lâmpadas incandescentes e fluorescentes) para os países da área do NAFTA (México, Canadá e Estados Unidos). O trabalho foi conduzido por uma equipe multidisciplinar, operando em estrutura matricial, localizada em pontos geograficamente distintos em função da atividade requerida de cada um dos membros da equipe. O trabalho mostra que este processo é viável, mas que envolve um significativo grau de complexidade para que se possa obter os resultados finais alinhados com as expectativas das partes envolvidas no início do processo. Observa-se que o comprometimento da alta administração é fundamental para garantir os meios e alinhamento da equipecom as estratégias definidas, bem como suportar a aderência da atividade aos preceitos estabelecidos. Conclui-se que a estruturação deste processo pode garantir melhores resultados nos aspectos de custo dos produtos, tempo de realização do processo e qualidade dos produtos em conformidade com as especificações.(AU)

Supply Planning in the Automotive Industry is a vital ingredient for Supply Chain Integration. The role and function of a Supply Planner, although clearly defined in European developed methods, lacks the practical dimension. This paper describes such a practical approach that was developed for Supply Planning in the South African Automotive Industry. The framework highlights all the aspects – from a business and functional perspective - that need to be considered on a global and local scale. The framework describes the role and responsibilities of the Supply Planner as an active supply chain designer during the product/production development process. / Dissertation (MEng (Industrial Engineering))--University of Pretoria, 2006. / Industrial and Systems Engineering / unrestricted

面對經營疆界( Business Boundary)越趨模糊的新世代，高科技電子消費性終端產業不斷展現誘人商機；隨著傳統映像管電視機式微，取而代之的薄型電視機進入市場，關鍵組件及軟體等科技研發競賽不斷推陳出新，刺激需求；原家電品牌(製造服務)業者主宰整個電視機產業，如今卻面臨強烈挑戰；覬覦液晶電視機(LCD TV)快速引爆市場需求，成長力道強勁並快速整合產業加值鏈，各業者競爭激烈，積極進場，甚至Electronic Manufacturing Service(EMS)大廠、資通訊業者等皆企圖搶奪液晶電視機市場。 液晶電視機產業能夠快速席捲市場，主要歸功於相關產業，積極投入研發與佈局，特別在投資新代線LCD面板廠、視訊晶片(IC)及設計代工的快速帶動下，讓產業加值鏈呈現蓬勃發展；而台商在此加值鏈佔有最重要的產業群聚。 從2009年德國柏林IFA、2010年美國CES Show、Computex等展覽中觀察到世界大廠不斷在技術研發向前推進；科技浪頭的百家爭鳴，似乎引領電視機產業來到一個不連續又不斷變動的競爭氛圍。在面臨產品生命週期短促、面板價格波動劇烈、多重廣播標準與門檻及終端市場需求變化巨大的經營挑戰下，產業加值鏈持續透過整合或外包策略因應；本研究個案廠商，考量資源分享極大化以提高競爭力，大多在此階段同時選擇代工(OEM/ODM)與自有品牌經營(OBM)。 本研究藉由文獻蒐集與個案深度訪談，得到來自不同資源基礎的四類個案廠商中，無論是選擇代工或自有品牌為主的商業模式，皆在任一模式佔總營收比重超過80%時，雖然產生部份限制，但從企業追求競爭力的角度來探討「驅動力」，其在降低成本、提高營業利益、養成關鍵技術Know-How、經營顧客服務等將展現最佳營運能量與效率；進一步就商業利益的角度檢視「平衡點」，其對於提高市場佔有率、構築自有品牌、經營顧客關係等亦將呈現效益最佳化。 至於，選擇代工與品牌並重之個案公司，則陷入較為不利之經營局面；然而，若能調整以自有品牌經營為主，與代工做切割，在創新能力、整體(含音質與畫質)設計能力等做到最具精緻特色，此亦極有機會先穩固區域品牌經營，再伺機擴張。最後對個案廠商未來發展做出策略建議，以及後續研究之方向，期為業界在強化競爭力與提高營業利益等經營議題，提供參考。 / The rapid penetration of Slim-Type TV with the price decline which is raised by the great progress of LCD related technology and increasing huge investment on new generation Fab. Taiwanese firms play significant roles in this worldwide prosperity and firmly integration at all-stream for a strong supply chain. As supply chain players keep implementing integration strategy to catch up with the cross-boundary opportunities, various business models have emerged. To address this phenomenon, a novel two-phase analytic framework was conducted to study the driving force and balance condition of Taiwan LCD TV vendors’ contract manufacturing (OEM)/OBM Model Choice. Through case-study and secondary data collection, we found that while facing tough business environment, Most of Taiwan LCD TV firms with different resource-bases , have choose both OEM/ODM and OBM to achieve economic scale for revenue increasing. Also, it’s a way to do cost reduction by sharing the resources. However, this study yielded different results when four-case companies implementing both OEM/ODM and OBM strategy, we found that if no appropriate resource allocation and right people/mechanism, increase another business model to existing model will bring the reverse effect. This paper finally concluded that different resource bases companies should consider various driving force and transform to the most suited business model through continue leveraging their own competences to catch the transient market opportunities.

台灣企業早期主要是扮演協助國際品牌大廠生產代工的角色，隨著廠商不斷地累積本身能力，提升給予客戶的附加價值過程中，台灣企業也由以裝配技術為主的原廠委託製造(Original Equipment Manufacturing，OEM)轉變為具有設計能力的原廠委託設計製造(Original Design Manufacturing，ODM)。但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，代工廠商就成為品牌商為了維持獲利而犧牲的對象。因此，產業升級的概念開始受到重視，其中由代工轉型升級至自有品牌一直是產官學界最關注的話題之一。 過去國內文獻對於品牌經營的相關議題，已有多位專家學者投入研究，但在研究上大多著重品牌發展策略、關鍵成功因素等策略層面，或是品牌與績效之間的關係，亦或是對自有品牌關鍵成功因素之一的行銷通路建構，對於企業由OEM/ODM轉型為OBM的實務歷程之研究仍屬少數。因此本研究針對成功由OEM/ODM轉型為OBM的企業，探討其轉型過程中，建構行銷能力之動態歷程，讓研究成果可作為台灣產業未來欲投入自有品牌經營活動時的參考。 本研究之研究問題有二：1.企業由OEM/ODM轉型為OBM的動機為何？2.企業由OEM/ODM轉型為OBM的過程中，如何發展出新的能力以適應新的環境？ 本研究的研究結論如下： 1.企業從OEM/ODM轉型為OBM的動機主要在於永續經營與擺脫代工困境，背後的目的為欲提高事業附加價值，同時，企業考量轉型時機上會選在OEM/ODM業務還穩定發展時就先進行布局。 2.企業轉型為OBM的過程中，其發展新能力方式的選擇會受到過去發展路徑與經營策略的影響，並且會透過內部的教育訓練與組織管理程序的設計來提升組織能力。 3.企業從OEM/ODM轉型為OBM的過程中，會重視「發展新產品之能力」的培養，並且會指派人員負責發展與未來新產品有關的關鍵技術，以持續保有產品與技術上的競爭優勢。 4.企業於轉型為OBM過程有關國際化經營的活動中，在發展新產品時會採「區域分工、共同開發」的做法，以提高目標消費者對新產品的接受程度。 5.企業從OEM/ODM轉型為OBM的方式很多，以購併方式能夠快速取得品牌與通路，此時其購併目的的清楚與否，會是其購併能否成功的關鍵因素。 6.企業從OEM/ODM轉型為OBM的過程中，其全球總部會扮演資源協調整合與績效評估的監督管理角色；對於購併取得的品牌或通路，會授權其在地經營團隊自主經營。 / Taiwanese industrial firms in the early days played roles as facilitating manufacturers of OEM brands. As the manufacturers continued to accumulate their ability by enhancing the added-value they can provide to customers, they transferred from Original Equipment Manufacturing (OEM) to Original Design Manufacturing (ODM). However, Taiwan has lost its low cost advantage to emerging markets recently. Also, brand owners edged contract manufacturers’ gross margin lower to maintain their profitability when the industry got matured. Hence, the concept of industrial upgrading began to receive attention, including the transformation from OEM to own brand which is the most concerned topic of government and academia. In the past, most researches related to brand management focus on strategic level such as brand development strategy and key success factors, relation between brand and performance, or marketing channel construction which is one of the key success factors to develop own brand. Only small number of study investigates the practical transformation process of industrial firms from OEM/ODM to OBM. Thus, this study majorly focuses on the dynamic constructing process of marketing capability of industrial firms which have transformed from OEM/ODM to OBM successfully and aims to investigate following questions: 1. What are the motivations of industrial firms which decided to transform from OEM/ODM to OBM? 2. How did these firms develop new capability to adapt environment during their transformation process from OEM/ODM to OBM? The preliminary research findings include: 1.The motivations of firms which have transformed from OEM/ODM to OBM are sustainable operation and to get rid of OEM dilemma. The purpose behind is to increase added-value of business. Meanwhile, the firm take transformation into consideration when the OEM/ODM business still operates stably. 2.During transformation process from OEM/ODM to OBM, the way firms develop new ability is affected by their past pathes and operating strategies. They advance organization capability through internal traning and organizational procedures design. 3.During transformation process from OEM/ODM to OBM, firms emphasize on cultivating “capability of developing new product”, and assign R&D team to take charge of developing critical technology related to future products to maintain their competitive advantage in product and technology. 4.During transformation process from OEM/ODM to OBM and among activities related to international operations, firms adopt a "regional division of labor and joint development" approach when developing new products, to increase target consumers’ acceptance to new products. 5.Industrial irms can transform from OEM/ODM to OBM in many ways. Through merge and acquisition, firms can get brands and channels quickly. It is a key to merge and acquisition successfully if the purpose of the firm’s acquisition is clear. 6.During transformation process from OEM/ODM to OBM, firms’ global headquarters play a role of supervision and management, such as coordinating and integrating resources, also performing assessment; as for acquired brand or channels, local teams are fully authorized to operate in their own decisions.

Syfte - Syftet med studien är att kartlägga hantering av information mellan original equipment manufacturer (OEM) och kontraktstillverkare. Syftet har brutits ner i tre frågeställningar: Vilken information skickas mellan OEM och kontraktstillverkare? Hur skickas information mellan OEM och kontraktstillverkare? Vilka faktorer påverkar informationsutbytet mellan OEM och kontraktstillverkare? Metod – En förstudie genomfördes för att formulera en problemformulering, vilket låg till grund för utformandet av studiens syfte samt frågeställningar. Fallstudien genomfördes parallellt med en kompletterande litteraturgenomgång för att skapa studiens teoretiska ramverk. Studiens syfte samt frågeställningar besvarades genom fallstudien och teorier. Slutsatser – Brister identifierades under studien gång och har en direkt påverkan på informationsutbytet mellan parterna. Det finns flera faktorer som kan påverka informationsutbytet, den främsta påverkande faktorn är kommunikationen inom företaget, vilket ligger till grund för ett väl fungerande informationsflöde. Ett tillverkande företag bör finna en balans mellan tillgång och användning av nödvändiga resurser för att integrera informationsflödet mellan parter och minska möjliga informationsgap. Det existerar svårigheter i att koordinera ett informationsflöde på bästa sätt vid användning av multipla tillverkningskanaler. Genom att identifiera slöseri i företagets administrativa processer kan de elimineras för att minska onödigt höga kostnader för företaget. Implikationer – Studien kan fungera som en vägledning hur företag ska hantera sitt informationsflöde vid användning av multipla tillverkningskanaler. Organisationer inom tillverkningsbranschen kan med fördel ta del av studien för erhållande av förståelse beträffande kommunikation, informationsutbyte, partnerskap samt framgångsfaktorer vid användning av lean i det administrativa flödet. Begränsningar – Då två enheter studerades, kan en relativt hög reliabilitet antas. Dock hade det varit fördelaktigt att studera fler företag med liknande tillverkningsprocess för att stärka studiens reliabilitet ytterligare. / Purpose – The purpose of the thesis is to map the handling of information between original equipment manufacturer (OEM) and contract manufacturers. The purpose has been broken down into three research questions: What information is sent between OEM and contract manufacturers? How is information sent between OEM and contract manufacturers? What factors affect the exchange of information between OEM and contract manufacturers? Method – A case study was conducted to formulate a problem formulation, which formed the basis for the design of the study's purpose and issues. The case study was conducted in parallel with a supplementary literature review to create the theoretical framework of the study. The purpose of the study and the three research questions were answered through the case study and theories. Findings – The study identified several deficiencies that have a direct impact on the exchange of information between parties. There are several factors that can influence the exchange of information, the main influencing factor being the communication within the company that forms the basis for a well-functioning information flow. A manufacturing company should find a balance between access and use of the necessary resources to integrate information flow between parties and reduce possible information gaps. There are difficulties in coordinating an information flow in the best possible way using multiple manufacturing channels. By identifying waste in the company's administrative processes, they can be eliminated to reduce ultimately unnecessarily high costs for the company. Implications – The study can serve as a guide for companies to manage their information flow when using multiple manufacturing channels. Manufacturing organizations can benefit from the study to gain an understanding of communication, information exchange, partnership and success factors when using lean in the administrative flow. Limitations – When two units were studied, a relatively high reliability can be assumed. Yet, it would have been advantageous to study more companies with similar manufacturing processes to further strengthen the study’s reliability.

International Telemetering Conference Proceedings / October 28-31, 1996 / Town and Country Hotel and Convention Center, San Diego, California / Navigation is the means by which a craft is given guidance from one known location to another. Since the global positioning system (GPS) is very accurate positioning system, a personal navigation system based on GPS is very effective. From the user point of view, the function of this system is to provide real-time positioning and timing data to the user. The system consists of 6-channel GPS oncore receiver, a system controller & processor (SC&P) card, a programmable liquid crystal display (LCD) and a keyboard. The 6-channel GPS OEM card receives GPS signal from six different satellites at a time. After processing the received GPS signal, it gives the result & status message to its output port in a typical data format. The system controller & processor card receives this message from the GPS OEM card and extracts the useful positioning & timing information in binary form. After that it processes the data and displays it on the LCD display. The keyboard has used to select the desired positioning & timing information on the display.

International Telemetering Conference Proceedings / October 25-28, 1999 / Riviera Hotel and Convention Center, Las Vegas, Nevada / Two kinds of differential GPS (DGPS) technology on position differential GPS and pseudo-range differential GPS are studied and compared in this paper. Positioning tests by single GPS receiver, position DGPS and pseudo-range DGPS systems based on GPSOEM board are done. Experiment result indicates that position error is about 30 - 100 meters on single GPS receiver and position error is reduced to 3 - 10 meters on DGPS. Furthermore, Developed DGPS system which is based on GPS-OEM has the advantages of low cost, utility and flexibility, etc.