臺灣博碩士論文加值系統

近幾年來，高科技廠商逐漸將製造階段外包給代工製造廠商，在此潮流之下，台灣衍生出不同形式的代工模式，甚至被稱為代工王國。歐美地區許久以來，亦有不少製造廠商專業從事代工製造服務。兩者由於從事的業務範圍與營運能力極為接近，未來的競合關係，頗受業界關切。本論文主旨即在針對電子資訊相關產業專業代工廠商的營運模式進行系統性的比較，研究之主體為美國主要的專業電子製造服務廠商（Electronics Manufacturing Services，以下簡稱EMS廠商），與國內從事代工製造（OEM/ODM）為主的觀點解析這兩類專業製造廠商之競爭優 勢。
本研究以二十一家EMS代表廠商、五十家台灣零組件及二十八家台灣系統廠商為研究樣本，並由直觀的業務範圍、與更深入的能耐觀點切入，企圖對不同代工模式下之廠商核心能力建立、策略重要性及策略重心作一比較研究。主要有以下三項發現：（1）EMS廠商之經營績效介於台灣零組件代工廠商與系統代工廠商之間，但其規模遠較台灣代工廠商大，在不控制規模之下，以上關係則不成立。（2）EMS的核心能力建構在產品範疇及市場（多重買主）上，台灣零組件廠商的核心能力建構在產品價值鍊及市場（多重買主）上，台灣系統廠商的核心能力則是建立在產品價值鍊及產品範疇上。（3）EMS廠商的競爭優勢來自其對下游買主的掌握能力 ; 台灣零組件代工廠商的競爭優勢則分別來自其產品能耐 ; 台灣系統廠商相對而言則較不具競爭優勢。根據以上研究結果，我們認為這兩類專業代工製造廠商可針對本身策略重要性高，但執行能力不足之處，相互學習以截長補短，而不是盲目地轉移本身的業務範圍，如此方能保持專業製造廠商的競爭優勢。

While competing through outsourcing becomes a dominant game rule in electronics and computer industries, different types of contract electronics manufacturers (CEMs) are emerged to be value-adding manufacturing suppliers for their outsourcing buyers. Two major types of CEMs, which have different paths of business development and resulting competence profiles, are critically examined in this study. They are Taiwanese ODM (own-design manufacturing) suppliers and EMS (electronics manufacturing services) companies based in US. To explore the differences in the competence profile between ODM and EMS suppliers, we first propose an operational model of contract manufacturers, under which our systematic evaluations on various competence variables and their impacts on the contract manufacturer are based. The empirical part of this thesis is based on firm-level operational data of 98 companies, 78 of which are ODM firms based in Taiwan (50 component companies and 28 system companies) while the remaining 21 companies are pertaining to EMS companies based in US.
There are several interesting findings evidenced by this research. First of all, the performance of EMS companies, in average, is better than that of ODM firms in the system product category. However, if the firm size is controlled, the component ODM manufacturers will perform better than do EMS firms. Second, we found that product scope and multiple buyer structure are two major bases under which the competence profile of EMS companies is based. On the other hand, the competence of the system ODM manufacturers in Taiwan is mainly built around their management of vertical value-chain activities and over different product scopes, while the competence of the component ODM manufacturers is built around their management of vertical value-chain activities and over multiple buyer-supplier structure. Third, EMS companies demonstrate their competitive advantage in managing their specific buyer-supplier relationship, while the component ODM manufacturers have their strength in building their product competence. System ODM firms are apparently inferior to either EMS or component ODM firms in both competence aspects. Several strategic suggestions based on our findings concerning a firm''s strategic positioning and competence-based strategies are provided.

目錄
論文提要……………………………………………………………………一
目錄………………………………………………………………………... 四
表次………………………………………………………………………... 五
圖次………………………………………………………………………... 六
第一章 緒論 1
第一節 研究動機 1
第二節 研究問題 3
第三節 研究目的 5
第四節 研究範圍………………………………………………………7
第五節 論文架構………………………………………………………7
第二章 文獻探討 9
第一節 企業資源與其競爭優勢之關係 10
第二節 交易成本理論 15
第三節 策略性外包與產業分工 19
第三章 研究設計 24
第一節 研究架構 24
第二節 研究議題 28
第三節 研究樣本 37
第四節 實證模型設計 41
第五節 研究變數衡量………………………………………………..42
第四章 研究結果與分析 46
第一節 專業製造廠商策略與績效…………………………………..46
第二節 專業製造廠商能耐內涵比較分析 53
第三節 複迴歸分析結果 58
第五章 結論與建議 65
第一節 研究結論 65
第二節 研究建議 72
第三節 研究限制……………………………………………………..74
第四節 後續研究之建議……………………………………………..75
參考文獻 77

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