隨著科技的持續發展，全球資訊電子業的產值與其對人們生活的貢獻也不斷提昇，而資訊電子業的蓬勃發展和技術的不斷更新，也使得產品的生命週期持續縮短。為了因應市場的快速變化，許多資訊電子業品牌原廠開始將非核心價值的製造活動外包，以取得較低的成本與較佳的靈活度。許多專業製造代工廠商也因此應運而生，如SCI、Solectron..等EMS（Electronics Manufacturing Service：係指專業的資訊電子業製造商，本身並不涉入產品設計。EMS廠商的產品設計，元件的選用，及生產製造的規格皆遵照品牌原廠的原始設計，本身僅從事產品的生產與製造。）及其它專業製造代工廠商，以自建廠房或是向品牌原廠購入工廠的方式，建立龐大的產能，並提供品牌原廠全球製造及交貨的垂直分工服務。
在科技及產業環境日趨成熟，及新科技的不斷開發之下，資訊電子產品的主流也由辦公室用走向家庭及個人用的消費性電子產品，而複雜的系統與功能，及全球化的趨勢，也使產品的開發由以往的品牌原廠內部垂直整合解構。全球化也使得資訊電子業各個產品之間必需透過一定的協調機制，以確保各產品間，以及產品於不同地理位置的系統相容性。透過協調機制的產生，與因應產品的多樣性與上市時程(Time-To-Market)的市場需求，品牌原廠的外包策略也產生了改變，由原先的單純委外生產製造（Original Equipment Manufacturer ，OEM：係指資訊電子業製造商如EMS及其它從事相同活動的廠商，或指品牌顧客將產品委外代工給專業生產製造廠商的行為，OEM廠商的製造商品牌不會出現在品牌顧客的產品外觀上。），升級到委外產品設計與製造（Original Design Manufacturer， ODM：係指資訊電子業設計製造商，具有提供產品設計，產品軟、硬體元件的選用，及生產製造服務的能力（名詞）。或指品牌顧客將產品委託給資訊電子業設計製造商，以進行產品的設計及生產製造的行為（動詞）。ODM的製造商品牌不會出現在產品上。），以擴大產品研發資源，增加產品的種類及上市速度（Time-to-market）的競爭力。ODM廠商與品牌原廠之間是能力互補基礎下的結合，由於合作係在創造垂直分工的效益，互惠的目標則在增加各自在彼此產業中的水平競爭力。ODM廠商對產業的影響力來自於提供有競爭力的產品能力，並可透過ODM業務的承接，形成全球產能的佔有率，並透過規模與範疇經濟的追求，提高品牌原廠的依賴程度（陳振祥與李吉仁，1997）。
品牌原廠可以藉由委外設計製造代工的事業模式（Business Model）而將其經營的風險與固定資產支出，也就是交易成本理論的專屬性資產的風險，轉嫁到ODM供應商的身上。對ODM廠商而言，加入ODM的事業模式也就承接了這個轉嫁的風險，同時又增加了被品牌原廠轉單的關係風險，因此，會力圖降低與規避這個風險，並提高品牌原廠的轉換成本與對本身的依賴，以求取事業的長期穩定性。本研究首先將探討ODM的外部環境條件，亦即，在品牌原廠與代工廠商皆有意願從事ODM合作模式的假設之下，什麼樣的產業及科技的外部環境條件，會讓廠商認為風險是可控制的，並願意投入成為ODM供應廠商。透過文獻探討及產業分析，本研究指出長期穩定的ODM合作模式需要以下的外部必要環境條件：
（１）該產業處於產品生命週期的成熟期
（２）該產業並非由品牌原廠垂直整合，而有獨立的主要系統元件供應商提供產品與服務
（３）該產業有明確、公開而統一的產業標準（通用的產品規格、測試與認證的標準與機制）
在品牌原廠委外代工由OEM轉變為ODM的過程中，顧客與供應商間的關係產生了極大的變化。此外“品牌原廠－供應商”的對偶（Diode）關係，因ODM廠商的加入而發展成為發展為“品牌原廠－ODM廠商－供應商”的三元關係（Triad）。這個三元關係其實是三個相關的對偶關係（“品牌原廠－ODM廠商”、“ODM廠商－供應商”、及“品牌原廠－供應商”）的組合，許多的研究已分析了“品牌原廠－ODM廠商”的對偶關係，本研究則加入供應商的觀點，以更完整的角度來探討ODM合作模式。在ODM的合作模式中，產品設計及軟、硬體主要元件選擇的決策權力開始分散，不再被品牌原廠單獨控制，而會由ODM廠商與品牌原廠作某種程度的分享。而元件的決策者與使用者又未必是同一個體（不論元件選擇的決策模式如何動態變化，ODM廠商都是實際上的元件使用者），此外，每個成員可以參予多個網路關係，而同一個個體於不同的網路關係中可能擁有不同的決策權力，也使得一個單純的顧客與供應商間的關係複雜化。對供應商而言，不論“顧客－供應商”的關係如何變化，最終目的都是使得本身的產品被使用，因此，必需了解這個關係，並明確定義出元件的決策者，及角色的動態變化，成為行銷的依據。而在從事產品研發時，ODM廠商所面對的情境是不同於品牌原廠的內部團隊的，分析及了解這個情境的變化，並提供適當的解決方案（Solutions）給顧客廠商，就成為供應商產品規劃的重點。
透過以上的研究及分析，本文的研究的目的在於對ODM合作模式做更完整的研究，並以供應商觀點提出一個供應商的行銷策略的建議，包括了(1)關係：透過與品牌原廠及ODM廠商的關係行銷及與顧客廠商的長期產品規劃，以強化三位體關係的穩固、(2)整合：透過內╱外部垂直整合，以協助顧客廠商及時上市(Time-To-Matke) 、(3)差異化：透過產品組合的彈性，提供顧客廠商多樣化的選擇，並建立差異化。亦即，供應商如何透過這三個角度，形成一個宏觀的角度及思維，提供適當的產品組合以滿足品牌原廠委外ODM代工的目的，並協助ODM廠商滿足品牌原廠的需求，而確保這個三位體共同成功。 / With the continuing breakthrough and development, The Information Technology Industry has been keep enhancing its importance and contribution to our life. Due to the fast growing and changing market demand, the life cycle of IT product keep shrinking, and many Branding company in this industry started to out-source the non core-compentecy value activities, to change for lower cost and better agility. Those manufacturing house like SCI, Solectron… etc started to engaged into the EMS business segment (Electronics Manufacturing Service, the dedicated manufacturing house. EMS only focus on production, and follow the specification from the Branding company in terms of product design, compoment selection and production specification) by either building its own facility or thru acquisition from the branding company, thus, build-up a huge manufacturing capabity around the world to provide professional manufacturing service.
In accordance to the maturity of technology and industry environment, and also the new generation technology development, the mainstream of IT product has been expanding from office area to home and personal appliance. And, the trend of globalization and the complication of system and function also helped to the dis-integration of completely in-house product development by the same company. Globalization also enhanced a universal coordination mechanism to snsure the compatibility in-between different product and geographical location. Thanks to the universal coordination mechanism, globalization, and dynamics of the market, the out-sourcing strategy hand also enhanced from OEM (Original Equipment Manufacturer, with similar definition of EMS) to ODM(Original Design Manufacturer, when the service not only including pure manufacturing, but also the product design, component selection and decision) , in order to expand the resource pool of product development, and thus enhance the product development cycle time (Time-to-market) and also the product offering.
The ODM engagement is in the base of complementary between the branding company and the ODM house. Thru the cooperation, vertical dis-integration of value activities has been created, thus, enhance the competitiveness of both parties in its segment. The value of ODM house is to provide competitive design and manufacturing capability, and to increase the reliance of the branding company thru its economy scale (Chen and Lee, 1997). The branding company can, however, transfer the operation risk and the investment of fix asset to ODM house, thru the ODM business model. Therefore, it can transfer the risk of the propriterary asset under the transaction cost theory to the ODM house. For the ODM house, entering into ODM business model represent it is carrying this transferred risk, and with addition risk of order transfer to different ODM house from the branding company. Therefore, the ODM house will try its best to reduce this risk and creating a transfer cost of the branding companyi in order for long business stability.
This research will first study the exterior environment condition of the ODM business model. Meaning, under the assumption of a strong wiliness from both the branding company and the ODM house, what kind of exterior industry and technology condition will make the parties conclude that the business risk are under control and willing to take action and entering into the execution. Thru the bibliography research, this research concluded the necessary exterior conditions of a long term and stable ODM business engagement are :
(1) Such industry are in the mature phase of its life cycle
(2) Such industry are not being integrated completely by the branding company, and full of independent main component suppliers to provide component and service
(3) Such industry has a clear, public and universal industry standard, including product spec, and the mechanism for product testing and certification
The “customer-supplier” relation has changed during the migration from OEM to ODM business model. This diode relation has actually changing into a “triad” relation (“branding company – ODM house – supplier”) as the ODM house has joined the loop
This triad relation is actually a comination of three diode (“branding company – ODM house”,”ODM house – supplier”, “branding company – supplier”). There were many research in the past addressing the diode of “branding company – ODM house”, this research will counting into the view point of the supplier, for a more completed ODM business model analysis.
In the ODM business model, the decision power of product design and component selection has been expanded from the branding company to the ODM house or a join decision. However, this time the decision maker and the user of main component may be different (In any case of component decision maker, the actual user are always the ODM house). In addition, each party can participate into multiple networks, and one party may be owning different level of ruling power in different network, these has all contributed to a complicated relation. For the supplier, first it is vital to understand the change of business model, defining the ultimate component selection decision maker, and the dynamics of each role, so as to define an associated marketing strategy. Second, the ODM house are actually facing a very different environment and scenario of product development, comparing to the in-house product development team of the branding company. A good understating of this environment and scenario change are also necessay to help the supplier for product and solution planning.
The objective of this research, is to study the ODM business model, and to generate a marketing strategy for the supplier including the focus of
(1) Relation : Thru the relation marketing and good roadmap alignment with the branding company and the ODM house, to enhance the triad relation and its robustness.
(2) Integration : Thru inter/outer integration to help the customer for time-to-market
(3) Differentiation : Thru the flexibility of product combination to give multiple choice to the customer, and thus help to build up differentiation.
In conclusion, from the three angle above, the supplier can make a suitable product offering in according to the ODM business model. And to support the ODM business model and also push for a “win – win – win” situation.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0090932527 |
| Creators | 宋國璋 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0026 seconds