臺灣博碩士論文加值系統

由生產代工、設計加工、至契約製造服務等業務形態的演進，係受到產業結構變遷的影響。契約製造服務（ＣＥＭ，contract equipment manufacturing）係提供較完整的製造服務，包括結合原物料供應、與成品物流在內的整合型製造服務；此一業務型態的出現，有助於提升買主的市場競爭力、與製造服務廠商的營運效率，也是買主與製造服務廠商之間的產銷專業分工之合作模式。
本研究探討契約製造服務的效益基礎，並討論契約製造服務廠商的經營策略模式，以解釋契約製造服務形態的經濟意義與經營價值。本研究係整合交易成本理論、資源基礎理論、策略外包觀點等理論基礎，探討廠商活動範圍與廠商間關係選擇，以解釋廠商CEM業務型態的形成與效益基礎。本研究並以個案訪談方式蒐集資料，以驗證本研究提出之論述。
本研究認為契約製造服務廠商的效益基礎，在於提供整合型製造服務，而降低廠商間協調溝通成本；而契約製造服務廠商的效益基礎，在於追求高度營運自主性，以提升因應環境變動的彈性。另外，營運自主性，廠商間關係、與能力發展等因素間的互動影響，將有助於提高經營效率與提升契約製造服務廠商之經營績效。

The evolution from the business type of original equipment manufacturing, own designing and manufacturing, to contract equipment manufacturing (CEM) is affected by the change of industrial structure. The contract equipment manufacturer (CEMer) is the integrated manufacturing service provider, the service included inbound logistics, operation, and outbound logistics, all the activities or partly. The competitiveness will be enhanced of the CEM buyer, and the operational efficiency will be upward of CEMer from integrated manufacturing service. Therefore, CEM is the type of cooperative mode between the business of producing and marketing.
The research discusses the base of economic value of CEM, and to discuss the operational strategy of CEMer for the rationale of CEM. The study integrates Transaction Cost Economics, The Resource-base View of the Firm, The Perspective of Strategic Outsourcing to discuss the theoretical bases from the selection of firms’ boundary and inter-relationship. The empirical testing is conducted by in-depth interview to verify the theoretical argument.
The research finds that the low coordination cost of inter-firms’ activities is the base of economic value of CEM, and the performance base of CEMer is coming from higher operational autonomous that induce the operational flexibility to adapt the environmental variety. The interaction between operational autonomous, inter-firm relation, and firm’s capability development is the key factor to improve the operation efficiency and performance.

目 錄
論文題目……………………………………………….……………Ⅰ
論文口試委員審定書…………………………………….…………Ⅱ
誌謝……………………………………………………….…………Ⅲ
中文摘要………………………………………………….…………Ⅳ
英文摘要……………………………………………….……………Ⅴ
目錄…………………………………………………….……………Ⅵ
圖目錄………………………………………………….……………IX
表目錄………………………………………………….………… …X
第一章、 緒論1
1.1 研究背景1
1.2 研究定義3
1.2.1 OEM與ODM之定義3
1.2.2 CEM之定義4
1.2.3 CEM形成的影響要因6
1.2.4 OEM、ODM與CEM之區別7
1.3 研究動機9
1.4 研究問題12
1.5 研究目的15
第二章、 文獻探討18
2.1 分工與整合的邏輯20
2.1.1 廠商間分工整合關係21
2.1.2 廠商活動項目之連結（linkage）23
2.2 策略外包25
2.2.1 外包與代工的形成25
2.2.2 外包與買賣雙方關係26
2.3 交易成本理論27
2.3.1 交易成本理論之廠商間關係管理28
2.3.2 交易成本理論與自製、外包選擇30
2.4 資源基礎理論與廠商經營範圍32
2.4.1 能力的建構32
2.4.2 能力的延伸33
第三章、 研究方法35
3.1 研究架構35
3.2 研究議題36
3.3 研究流程36
3.4 研究設計37
3.4.1 研究方法選擇37
3.4.2 研究對象39
3.4.3 資料收集方式41
3.4.4 訪談稿設計42
第四章、 訪談資料分析與命題推演43
4.1 訪談紀要43
4.1.1 M廠商─準系統（barebone）供應商43
4.1.2 A廠商─電腦系統廠商45
4.1.3 O廠商─ 專業組裝服務廠商49
4.1.4 I廠商─ 電腦系統廠商50
4.1.5 U 廠商─專業代工廠商52
4.2 自主性54
4.2.1 備料、購料自主性54
4.2.2 生產自主性57
4.2.3 技術自主性58
4.3 效率63
4.4 買主供應商關係維持66
4.4.1 零組件供應商與CEM廠商關係66
4.4.2 CEM廠商與CEM買主關係67
4.4.3 零組件供應商、CEM廠商、CEM買主69
4.5 能力發展72
4.5.1 全球運籌能力73
4.5.2 物料、成品管理能力74
4.6 綜合分析75
第五章、 結論與建議80
5.1 結論80
5.2 理論意涵82
5.3 實務意涵83
5.4 研究限制84
5.5 後續研究建議84
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