臺灣博碩士論文加值系統

從美國Fortune雜誌每年的全球五百大企業排名中不難發現，企業要永續經營是一件很困難的事。因此為了求存，力求轉型是每一家公司必要的過程。科技的進步，數位化轉型蔚為潮流，全世界主要先進國家分別於2015到2018不等紛紛制定國家數位轉型的重大發展方向，無疑是在競爭的環境中，希望可以持續找到國家的競爭力，進而推動企業不斷進步往對的方向前進。W公司是台灣的大型電子代工廠之一，主要代工世界各大品牌的電腦相關及手持裝置產品。代工製造業的宿命就是要不斷的撙節成本，在低毛利的環境中要維持穩定的獲利並不容易，因此，如同宏碁前董事長施振榮先生所提及的微笑曲線，組裝與製造的附加價值非常低，要如何用服務來提高價值，是W公司董事長S先生自2001年與品牌母公司分家之後一直思考的課題。隨著數位化的潮流，W公司發現與競爭對手（同業）之間的成長與獲利率明顯落後，於是認真思考並決定再次啟動轉型。本研究從組織面、策略面以及價值創造的部分進行研究。透過深度訪談的方式探討W公司的數位轉型，了解如何從沒有成效、不知怎麼做，到專案的執行有所成果，探討一家已經稱做傳統的製造代工大廠如何力求改變，尋找公司自身的價值並期許為客戶創造價值的過程。

According to the American magazine article, Fortune, we found out that it is difficult for corporations to be sustainable. To survive in the market, every corporation should get through transformation. With advanced technology, digital transformation has been the tendency of the world. Moreover, primary well-developed countries devote themselves to formulating related digital transformation plans to enhance self-competitiveness. As a result, corporations must also follow up the transformation trend. This research takes W corporation as a research participant. The reason for choosing this corporation is that the W corporation has been one of the large-scale Electronic Manufacturing Services (EMS) factories in Taiwan. Their business is to manufacture computer products for major brands and expect to reduce the expenditure; however, it is not easy to keep stable benefits with low-margin profits. As the former chairman of Acer, Mr. Shih said, we can see the added value of manufacturing from the smile curve. To be honest, it is low. Since 2001, the chairman of W corporation has started to think about how to increase the value through providing service. The chairman needs to think after separating from the brand parent company. With the digital transformation trend, W corporation figured out that the competitors have a higher growth rate and profit rate. It is also the main point of the W corporation to execute the digital transformation plan. This research aims to get deep understandings of how the W corporation gets through the digital transformation plan. Three aspects will be focused on and discussed, organization, strategy, and value creation. This research conducts in qualitative methodology. We are eager to explore how a traditional manufacturing company does the transformation plan and figure out how they create self-value and create value for customers.

摘要 I
Abstract II
誌謝 III
目錄 IV
圖目錄 V
第一章、 緒論 1
第一節、 研究背景 1
第二節、 研究動機 2
第三節、 研究目的 4
第二章、 文獻回顧 5
第一節、 數位轉型 5
第二節、 關鍵成功因素 6
第三節、 組織轉型 7
第四節、 策略與價值創造 8
第三章、 研究方法 10
第一節、 研究架構 10
第二節、 研究流程 10
第三節、 研究對象 11
第四節、 訪談大綱與問題研擬 12
第四章、 結果與討論 13
第一節、 研究分析 13
一、目標設定 13
二、組織規劃與隊形變化 13
三、專案如何運作 14
(一)如何在設計面著手 15
(二)如何執行 15
第五章、 研究發現與討論 18
第六章、 結論與建議 19
第一節、 結論 19
第二節、 實務意涵 19
第三節、 研究限制與研究建議 20
參考文獻 21

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