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研究生:盧克明
研究生(外文):Ko-Ming Lu
論文名稱:智慧製造背景下S自行車零部件公司的發展戰略研究
論文名稱(外文):Study on the Development Strategy of S Bicycle Parts Company Under the Background of Intelligent Manufacturing
指導教授:郭瑞祥郭瑞祥引用關係柯冠州
指導教授(外文):Ruey-Shan GuoKuan-Chou Ko
口試委員:鄭明金立印
口試委員(外文):Ming ZhengLiyin Jin
口試日期:2023-11-21
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:臺大-復旦EMBA境外專班
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2023
畢業學年度:112
語文別:中文
論文頁數:64
中文關鍵詞:自行車產業智慧製造白地策略商業模式彈性生產
外文關鍵詞:Bicycle industrysmart manufacturingwhite space strategybusiness modelflexible production
DOI:10.6342/NTU202304324
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面對後疫情時代的數位化浪潮,以及智慧科技應用的蓬勃發展,企業數位轉型已被世界各國積極推動,甚至將智慧製造納入成為下一世代的競爭優勢。技術數位化,或稱之為作業流程數位元整合,是指運用數字科技或智慧科技的投入,改變現有的作業流程。透過數位化,讓企業內部的流程更將有效率的協調與整合,同時也可以強化客戶體驗,進而創造附加價值。面對產業與國際情勢變化的當下,本個案就新的製造方式,以及所取得之探索經驗,分析個案公司在導入智慧製造的方法,以及商業模式的創新。
本研究結果指出,智慧製造的使用,可以説明個案公司在主要競爭領域保有競爭力與市場佔有率,透過智慧製造提升產能,提供優質具競爭力的產品。另外,具備足夠資料的分析,使得導入智慧製造之後,可以説明個案公司在各市場避開中低階市場的殺價競爭,鎖定高階市場,亦即未來的電動自行車市場,提供優質具差異化的產品,在新的應用與領域提供優質具差異化不易被取代的產品。在導入智慧製造之後,工件加工所要求的表面品質,個案公司在技術上已經達到,同時透過感測器的監測,將資料可視覺化之後,易於現場管制並兼顧現場工安,因此在運用自動化研磨生產之後,產品均能夠達到均勻之品質,對於品管有正面的提升。
在進一步強化優勢方面,則是生產大資料的統計、分析與應用。為了確保生產品質,可以透過資料分析來瞭解工廠作業動態,並掌握生產效率。其產業發展的意涵在於,自行車產業整體發展,即提供了相對應的公司營運以及商業模式的調整方式。包括彈性生產製造、生產據點因應需求的調配,加上短鏈原則之零組件供應。亦即,精准預估之採購、即時資料分析及以市場為導向的智慧化供應鏈管理模式,預期將可以成為未來智慧生產商業模式的一環。
Regarding with the wave of digitalization in the post-epidemic era and the vigorous development of smart technology applications, countries around the world are actively promoting the digital transformation of enterprises, and even incorporating smart manufacturing into a competitive advantage for the next generation. Digitalization of technology, or digital integration of operation process, refers to the use of digital technology or smart technology to change the existing operation process. Through digitalization, the internal processes of the enterprise can be coordinated and integrated more efficiently, and at the same time, it can also enhance customer experience and create added value. Faced with the current changes in the industry and the international situation, this case analyzes the new manufacturing method and the exploration experience gained, and analyzes the method of introducing smart manufacturing and the innovation of the business model of the case company.
The results of this study point out that the use of smart manufacturing can help the case company maintain its competitiveness and market share in major competition areas, increase production capacity through smart manufacturing, and provide high-quality and competitive products. In addition, with sufficient data analysis, after the introduction of smart manufacturing, the case company can help the case company avoid price competition in the middle and low-end market, lock in the high-end market, that is, the future electric bicycle market, and provide high-quality and differentiated products. , to provide high-quality differentiated products that are not easy to be replaced in new applications and fields. After the introduction of smart manufacturing, the case company has technically achieved the surface quality required for workpiece processing. At the same time, through the monitoring of sensors, after visualizing the data, it is easy to control on-site and take into account on-site industrial safety. Therefore, in the use of automated grinding production Afterwards, the products can all reach uniform quality, which has positively improved the quality control.
In terms of further strengthening its advantages, it is the statistics, analysis and application of production big data. Through data analysis, we can understand the dynamics of factory operations, grasp production efficiency, and ensure production quality. The implication of its industrial development is that the overall development of the bicycle industry provides corresponding adjustment methods for company operations and business models. Including flexible manufacturing, deployment of production bases in response to demand, and supply of components based on the principle of short chains. That is to say, accurate estimated procurement, real-time data analysis and market-oriented smart supply chain management model are expected to become part of the future smart production business model.
目次
謝辭 I
摘要 II
ABSTRACT III
目次 V
圖次 VII
表次 VIII
第一章 緒論 1
1.1研究背景與研究問題 1
1.2研究物件與研究目的 2
1.3研究方法與分析架構 3
第二章 文獻探討 5
2.1智慧製造之發展與應用 5
2.2永續經濟型態發展趨勢 8
2.3事業機會、商業模式與募資 9
2.4戰略管理之分析架構 14
2.5核心能力與競爭優勢 17
第三章 智慧製造下自行車產業優勢與機會分析 19
3.1自行車產業現况 19
3.2自行車產業導入智慧製造之優勢 24
3.3自行車產業面臨永續發展趨勢之事業機會27
第四章 S公司發展戰略個案分析 29
4.1 S公司概况 29
4.2 S公司戰略環境分析 32
4.3 SWOT分析 36
4.4 S公司基於智慧製造的競爭優勢構建 39
4.5 S公司的商業模式設計 45
4.6戰略實施與保障 52
第五章 研究結論與建議 59
5.1研究结論 59
5.2個案分析之發現與意涵 60
5.3後續研究建議 62
參考文獻 63

圖次
圖1-1 本研究流程說明 4
圖2-1 白地策略 10
圖2-2 商業模式的四個要素 11
圖2-3 產品生命周期與跨越鴻溝 12
圖2-4 波特的五力分析模型16
圖2-5 競爭優勢的基礎 18
圖3-1 2018年-2025年全球運動器材市場規模 19
圖3-2 2020年臺灣地區廠商出口全球運動器材市場年增率 20
圖3-3 2015年-2021年臺灣地區自行車產品出口比重 21
圖3-4 工業物聯網之運作層架構 25
圖4-1 個案公司組織結構 29
圖4-2 個案公司建立與競爭者有著明顯差異性的競爭優勢 43
圖4-3 個案公司進行整合式的一貫作業 44
圖4-4 個案公司發明專利 46

表次
表2-1 工業4.0概念以及重要發展項目 6
表3-1 2015年-2021年臺灣地區自行車產品出口比重 22
表3-2 自行車供應鏈主要廠商2022第三季庫存情况 23
表4-1 個案公司發展紀要 31
表4-2 SWOT策略選擇矩陣 38
表4-3 個案公司强化之競爭優勢 45
表4-4 個案公司三年内收入推估 52
一、中文部分
[1] 王進峰,2022,智慧製造系統與智慧工廠[M],臺北:崧燁文化出版。
[2] 王進德,2020,工業4.0的物聯網智慧工廠應用與實作:使用Arduino.Node-RED.MySQL.Node.js[M],臺北:博碩出版。
[3] 尤傳莉(譯)(民99)。獲利世代:自己動手,畫出你的商業模式(原作者:Osterwalder, A.等) [M]。臺北:早安財經講堂。
[4] 陳正平(譯)(民87)。跨越鴻溝(原作者:Moore, J.) [M]。臺北:臉譜。
[5] 湯明哲,2011,策略精論: 基礎篇[M],臺北:旗標出版。
[6] 湯明哲,2011,策略精論: 進階篇[M],臺北:旗標出版。

二、英文部分
[1] Aaker, D. (1984). Developing Business Strategies [M]. NY: John Wiley & Sons Inc.
[2] Afuah, A. (2002). Mapping technological capabilities into product markets and competitive advantage: the case of cholesterol drugs [EB/OL]. Strategic Management Journal, 23(2): 171-179. https://www.jstor.org/stable/3094440 (2002.02) [2023.09.18]
[3] Barney, J. (1991). Firm Resources and Sustained Competitive Advantage [EB/OL]. Journal of Management, 17, 99-120. https://journals.sagepub.com/doi/10.1177/014920639101700108 (1991.03) [2023.09.18]
[4] Grant, R.M. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation [EB/OL]. California Management Review, 33, 114-135. https://journals.sagepub.com/doi/10.2307/41166664 (1991.04) [2023.09.18]
[5] Hamel, G., Prahalad, C.K. (1994). Competing for the future: Breakthrough strategies for seizing control of your industry and creating the markets of tomorrow [M]. Boston, MA: Harvard Business School Press.
[6] Hill, C.W.L., Jones, G. R. (2001). Strategic Management: An Integrated Approach [M]. Boston, MA: Houghton Mifflin Company.
[7] Johnson, M.W., Christensen, C.M., and Kagermann, H. (2008). Reinventing Your Business Model [EB/OL]. Harvard Business Review, 86 (12), 50-59. https://hbr.org/2008/12/reinventing-your-business-model (2008.12) [2023.09.18]
[8] Johnson, M. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal [M]. Boston, MA: Harvard Business School Press.
[9] Klein, M.M. (1996). Tip for aspiring reengineers [EB/OL]. Planning Review, 24(1), 40-41. https://www.bmrsolutions.co.uk/tips-for-aspiring-and-ambitious-engineers/ [2023.09.18]
[10] Pisano, G. (2006). Profiting from Innovation and the Intellectual Property Revolution [EB/OL]. Research Policy, 35(3), 1122-1130. https://www.hbs.edu/faculty/Pages/item.aspx?num=23239 (2006.10) [2023.09.18]
[11] Porter, M.E. (1980) [M]. Competitive Strategy. NY: Free Press.
[12] Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance [M]. NY: Free Press.
[13] Prahalad, C. K., Hamel, G. (1990). The Core Competence of the Corporation [EB/OL]. Harvard Business Review, 68(3), 79-91. https://hbr.org/1990/05/the-core-competence-of-the-corporation (1990.05~06) [2023.09.18]
[14] Teece, D.J., Pisano, G., Shuen, A. (1997). Dynamic capabilities and strategic management [EB/OL]. Strategic Management Journal, 18(7): 509-533. https://www.jstor.org/stable/3088148 (1997.08) [2023.09.18]
[15] Yin, R. (1994). Case study research: Design and methods (2nd ed.) [M]. Thousand Oaks, CA: Sage Publishing.
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