| 摘要: | 電子資訊產業自1970年代發展至今，歷經了幾次重大變革，基於「節省人力成本」及「專注核心事業」、「尋求特殊技能」以及「優化資源運用」的原因，企業逐漸朝向委外或專業分工的潮流演進；由於企業專注發展自身的核心能力（Core Competency），將非核心業務外包，因此促成專業代工的興起。(林信亨，民國97年) 我國資訊電子產業根植於60年代外商來台利用廉價組裝勞力的優勢，經歷70年代電視機外銷領軍的家電業，80年代致力於個人電腦為主力的資訊產業，而於初期以代工生產模式開始發展，因而促使我國開始了電子零組件組裝業的發展；此時也是我國資訊硬體產業的興盛時期；到了90年代發展成為橫跨電腦、通訊、消費電子領域的3C 龐大產業(趙郁文，1998)的代工業者；其中主要大量承接美國、歐洲、日本資訊大廠的外包業務，而後逐漸跨足到產品設計與生產管理，即所謂的 OEM（Original Equipment Manufacturing）或 ODM（Own Design/Development and Manufacturing）；競爭力與獲利能力亦相對提昇。 毋庸置疑的，台灣的確創造了獨特的對產業影響力的競爭優勢，但在市場逐漸趨於成熟、廠商競爭狀況越演越烈、價格快速下滑情況下，專精於資訊產品代工生產的台灣廠商難以避免的遭受到持續性的利潤被壓縮，亦導致現今我國專業代工廠進入嚴苛的微利時代。孰知除了越來越卑微的利潤的挑戰之外，品牌業者在 OEM 或 ODM 現今的運作模式下，更進一步階段性及策略性的操作零件採購權的回收--即所謂的 Buy-Sell 模式，這是否是壓倒代工業者的生存空間最後一根稻草?究竟Buy-Sell為ODM/OEM產業帶來的衝擊程度是如何?而 ODM、OEM 廠商又該如何面對這樣的挑戰規劃出因應之策略? 本研究將以個案分析的方式，選擇 OEM/ODM 伺服器代工產業中之代表性廠商為個案研究對象，以此公司為範例及基礎，向外涵蓋其所屬之相關伺服器代工產業，研究中的整體競爭策略規劃將以此為核心來發展和建構。本研究以定性﹙Qualitative﹚及架構性的分析描述性研究(Descriptive study)並搭配「SWOT分析」和 Michael Porter的「五力分析」模型為綜合歸納分析的方法，探討個案公司在當今伺服器代工產業的競爭環境及品牌大廠的採購策略下，如何擬定相關的競爭策略以順應現在及未來產業環境的變化。 The information technology (IT) industry has gone through many major changes since it first started to develop in the 1970’s. The concepts of “manpower cost reduction”, “core business concentration”, “specialization”, and “resources maximization” has led to businesses to focus more on outsourcing and providing specialized professional services. The outsourcing industry developed due to businesses concentrating on developing their core competencies and subcontracting their non-core business. The IT industry in Taiwan got its start in the 1960’s by taking advantage of the cheap labor, developed into a major exporter of household appliances in the 70’s, and changed its focus on personal computers in the 80’s. The personal computer industry started by contract manufacture model, and it led to the growth of the electronics component manufacture industry in Taiwan, and the peak of Taiwan’s hardware industry. In the 1990’s, it has developed into a giant manufacture industry across computers, communications, and consumer electronics for customers in the USA, Europe, and Japan. Eventually, the focus shifted to product design and process management, with emphasis on original equipment manufacturing (OEM), and own design/development and manufacturing (ODM) to increase the competitiveness and profitability. Without a doubt, Taiwan has a competitive advantage and influence among the industry. But in a maturing market with fierce competition and rapidly declining price, Taiwanese companies focusing on contract manufacturing face the inevitable squeeze on their profit margin. This has led to the razor-thin profit margin of the manufacturing industry. Furthermore, in addition to the dwindling profit margin, branded customers have methodically and strategically reclaimed some components’ procurement powers (buy-sell model). Would this be the last straw that pushes the contract manufacturers to the brink of extinction? What is the effect of buy-sell model to the ODM/OEM industry? How should ODM and OEM manufacturers face this challenge and come up with a counter measure? This study focuses on a case study, concentrating on a leading OEM/ODM manufacturer in the computer server industry. Based on the company, the study further looks at other related computer server manufacturers and the industry to look at the competitive strategies and developments. Using qualitative analysis and structured descriptive study, along with “SWOT analysis” and “Five Power Analysis” to discuss the company’s strategy when faced with competition, changes in procurement strategies from its branded customers, and changes in the trends of the industry. |
