臺灣代工廠商之商業模式創新和探討- 以 Q 公司為例

Abstract

臺灣憑藉著三十多年代工的學習經驗，確實建立起了厚實的製造優勢，包括顧客導向的製造現場、以科技創造優勢、產業網絡的形成、掌握國際分工優勢。但不可否認的是，90 年代之後國際經濟局勢的劇烈變化，的確為臺灣帶來相當大的升級壓力。目前臺灣代工廠商面臨的困境包含：(1)成長趨勢有緩慢的現象(2)愈來愈薄的代工毛利。面對這種困境，應該好好思考如何轉型、升級與適度地發揮優勢從中進行蛻變，而不是一股腦地跳到自己完全不熟悉的競爭場域中。 本研究將以「新三C」理論為基礎並以「重新創造」（re-invent）為思考問題的出發點，來探討如何「重新創造」這個問題，透過專家問卷的調查，進行資料的蒐集。並以「傳統商業模式」為比較基礎，比較與「再創新的商業模式」的SWOT 分析之結果產生問卷。並透過這兩種的Business Model(BM) 來進行專家訪談和問卷調查，並透過最後的研究結果所產生之分數，來評估哪一種Business Model 會比較好，進而能轉型成功，提升營業毛利，增加營業收入，為Q公司創造更大效益。

Taiwan with more than thirty OEM/ODM learning experience, indeed establish a solid manufacturing advantages, including customer-oriented manufacturing site, science and technology to create advantages, the formation of industrial networks, grasp the advantages of the international division of labor. But it is undeniable that, after 90 years of dramatic changes in the international economic situation, indeed, Taiwan brought considerable pressure to upgrade. Taiwan OEM/ODM manufacturers currently facing difficulties include: (1) there are slow growing trend of the phenomenon (2) foundry increasingly thin margins. Faced with this dilemma, we should think carefully about how to restructure, upgrade and moderately advantage from which the transformation, rather than fall to jump they are completely unfamiliar with the competition in the Field. This study will be the "new three-C" theory and "re-invent" as the starting point of thinking, and to discuss how to "re-invent" the problem through expert questionnaire survey to collect data. And 'traditional business model "as a basis for comparison, the results compared with the" re-innovation of the business model, "the SWOT analysis of the questionnaires generated. And through both the Business Model (BM) to expert interviews and questionnaires, and through the fractional final findings arising, Business Model to evaluate which would be better, and then be able to transition successfully to improve operating margins, increasing Operating income, create greater benefits for the Q company.