臺灣博碩士論文加值系統

　　由於全球化製造佈局的趨勢，越來越多的企業把核心能力以外的活動外包，外包已成為企業提供競爭力的重要潮流。外包已不再是製造業節省成本為前提的考量，亦可協助企業組織提升效率，不僅可改造營運模式，更是未來持續發展競爭優勢的重要因素。對於企業經營者而言，懂得管理內部資源已經不再足夠，如何管理委外服務廠商的外部關係也一樣重要。　
經營模式的形成，再再影響企業之核心能耐。所以對於企業的外包策略、內部組織流程，以及如何強化及提昇競爭優勢的情形，皆值得進一步探討。本研究以三家公司為個案，利用深度訪談的方式，探索個案的經營模式，與其外包策略如何在組織結構下實施，及找出其價值鏈，以提供業界做更進一步的參考。
　　本研究透過個案探討後，主要研究發現如下：
一、外包運作模式在以往僅以成本考量，但研究發現透過與外包廠的學習互動
、知識交流，可改善組織運作流程，此營運管理模式的變革創新，更能發
揮出企業價值，提高競爭力。
二、外包策略的規劃過程，在公司內部若能成立跨功能之組織承攬相關的業
務，由專責的部門做溝通窗口，則將更能與供應商維持穩定良好的夥伴關
係，對供應商的管理效能更增進。

According to the trend of global manufacturing portfolio, more and more corporations come into outsoucing the process without core-ability activities.It seems to be the main-tide for business to provide the competitiveness. Outsourcing is not only an prerequisite consideration to reduce cost, but also assist to improve organizational efficiency. It may recapture innovation for the business model , moreover than being an important factor to keep developing an continued advantageous position in the future. Therefore, from the proprietors’ view, it’s insufficient to manage internal resources. How to manage the suppliers is as important as well.
The formation of the business model impacts the core competence doubtlessly. It’s worthly to further analyze the situation for the outsourcing strategy, internal organizational process and how to strengthen and enhance the competitive advantage. By using the way of depth interview in the three case studies. It reveals the case’s business model and how the outsourcing strategy was performed with different kind of organization structure. Also it finds out the value chain as a reference for the practioners.
The main findings are as following:
1.The outsourcing way was considered only for the cost in the past, but new finding is that it may also improve the organizational operation through the learning and knowledge interaction. The innovation for the operation management brings more corporation value and improves the competitiveness.
2.When planning an outsourcing strategy , it’s better to establish an organization with an independence department as the contact window. Muli-functional group can make communication smoothly and keep a stable relationship with suppliers. It also will facilitate an efficient performance to manage the suppliers.

摘要 I
Abstract II
致謝 III
目錄 IV
表目錄 VII
圖目錄 VIII
第一章 緒論 1
1.1 研究動機 1
1.2 研究目的 3
1.3 研究流程 3
第二章 文獻探討 6
2.1 外包 6
2.1.1 外包的定義 6
2.1.2 外包策略 8
2.1.3 外包的效益 9
2.2 組織結構 10
2.2.1 組織結構的定義 10
2.2.2 組織結構之構面 12
2.3 競爭優勢 15
2.3.1競爭策略 16
2.4 競爭優勢分析模型 20
2.4.1五力分析 20
2.4.2價值鏈 22
2.4.3核心競爭力 23
第三章 研究方法 25
3.1 研究方法 25
3.2 研究架構 26
3.3 研究變數 27
3.4 研究限制 30
第四章 個案介紹與分析 32
4.1 個案背景簡介(A公司) 32
4.1.1經營競爭策略(SWOT分析) 34
4.1.2五力及價值鏈分析 34
4.1.3核心競爭力 36
4.1.4外包型式與組構架構 37
4.1.5外包策略成功之原因 37
4.1.6檢視A公司目前外包策略之問題 39
4.2個案背景簡介(B公司) 40
4.2.1經營競爭策略(SWOT分析) 40
4.2.2五力及價值鏈分析 41
4.2.3核心競爭力 43
4.2.4外包型式與組構架構 43
4.2.5外包策略成功之原因 44
4.2.6檢視B公司目前外包策略之問題 45
4.3個案背景簡介(C公司) 48
4.3.1經營競爭策略(SWOT分析) 49
4.3.2五力及價值鏈分析 51
4.3.3核心競爭力 52
4.3.4外包型式與組構架構 53
4.3.5外包策略成功之原因 54
4.3.6檢視A公司目前外包策略之問題 54
第五章 結論與建議 58
5.1 研究結論 58
5.2 研究貢獻與後續研究建議 60
參考文獻 61
附錄一 訪談紀要 68

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三、網路部份
1.http://www.quality.nist.gov，美國國家品質獎網站（Malcolm Baldrige National Quality Program Award）
2.http://nqa.csd.org.tw，中華民國國家品質獎網站
3.Council of Supply Chain Management Professionals（CSCMP）, http://cscmp.org
4.Supply Chain Council（SCC）, http://supply-chain.org
5.http://cc.ee.ntu.edu.tw/~peng/main.html國立台灣大學光電工程學研究所
6.http://ebmfg.org.tw/contenet/application/ebmfg/vocabulary/ 工業局電子化eb服務網站
7.http://www.eose.ncku.edu.tw/main.php成功大學光電科學與工程研究所
8.http://www.oes.itri.org.tw財團法人工業技術研究院光電工業研究所