臺灣博碩士論文加值系統

台灣是個代工比例相對高之國家，業者在代工業務中賺取微利且面臨低廉勞動力國家之競爭威脅，代工業者若無法培養自身產業競爭優勢，並與合作夥伴維持良好互動關係，則可能面臨合作關係終止或訂單刪減之危機。因此，本研究以長期從事代工業務之伸興公司為例，探討其如何運用內外部資源培養競爭優勢，並與品牌買主維持良好相互依賴的競合關係。本研究以個案訪談法進行分析，訪談伸興公司之高階管理人員，並輔以文獻及次級資料進行個案分析。研究結果發現：(1)代工廠透過自我分析後，依其所屬資源強弱與合作策略類型，調整公司的經營策略及發展方向。(2)透過全球運籌，國際分工及策略聯盟的方式，降低成本，以提升價格競爭優勢。(3)以全球客戶為導向，滿足客戶的需求並快速做回應，協助客戶提高其品牌的市佔率。(4)代工廠商若能與品牌商在合作的過程中，充分發揮運用資源管理能力及學習能力，則可獲取有形及無形的技術及相關知識，對代工廠的策略發展有極大的助益。(5)提高品牌商對代工廠的依賴程度，並降低對品牌商的依賴程度，平衡雙方的依存度，以達到互惠平等的地位。本研究結果可供台灣其他代工業者作為培養競爭優勢與合作關係之參考。

Taiwan is the country which highly involves in the OEM field. Manufacturers not only earn the tiny profit but also face the severe competition from the countries which own the low labor cost in the OEM business. The OEM manufacturers may suffer from the termination of cooperation or purchase orders cancellation if they can not cultivate advantage of competition in their own field and keep the good relationship with their partners. Thus, this study aims at analyzing the case company, Zeng Hsing Industrial Co. Ltd., which involves in the OEM business for over 40 years, searching how to operate the internal and external resources in order to cultivate the advantage of competition, and keep the good competition relationship and cooperation relationship with brand buyers. Methodology of case study is adopted in this study. The researcher interviews with the high management and collects some secondary data for case analysis. Through case analysis, the study finding some interesting results as follows: (1) The OEM manufacturers can adjust their management strategy and the way of development according to the type of strong and weakness of source and cooperation strategy which trough self-analysis. (2) The OEM manufacturers can reduce the cost and raise the advantage of competition through global operation, international division of labor and strategic alliance. (3) The OEM manufacturers should regard global customers as a guide, to satisfy the requirement of customers, make quick responses and assist the customers to raise their brand market share. (4) During the cooperation with brand partners, if OEM manufacturers can make use of ability of resource management and learning ability fully, afterwards get the technology of tangible and invisible and the related knowledge. It is a big benefit for the strategy developing for the OEM manufacturers. (5) The OEM manufacturers should raise the dependence of brand partner to OEM manufacturers and reduce the degree of dependency to brand partner. Balancing the degree of dependency for each party to achieve the status of mutually beneficial and equality. The study result can be a reference for Taiwan''s OEM manufacturers which want to cultivate their competitive advantages and develop cooperation relationship with their buyer.

目錄
中文摘要………………………………………………………………….….......I
英文摘要……………………………………………………………….…...…..II
誌謝……………………………………………………………………….……IV
目錄……………………………………………………………………….…….V
表目錄……………………………………………………………….…..….....VII
圖目錄…………………………………………………...……….……..........VIII
第壹章 緒論………………………………………………………….…………1
　第一節 研究動機與背景……………………..…………………….……..…1
　第二節 研究目的…………………………….…...………………….………3
　第三節 研究流程與章節說明…………………………………….…………4
第貳章 文獻探討……………….…………………...…………….…………....6
　第一節 縫衣機產業發展介紹…………………………….………………....6
　第二節 資源基礎論………………………………………………………...17
第三節資源依賴理論……………………………………………………….24
第四節 競爭優勢…………….………….. ……………………………...…31
第參章 研究方法 (個案訪談研究)…………………………………………..35
　第一節 研究架構…………………………..………..…..…………………35
　第二節 研究方法與設計……………………..……………………………36
第肆章 個案敘述與分析………..…………………………………………….41
　第一節 個案公司介紹……………………………………..……………….41
　第二節 個案公司與品牌商合作關係探討………………………………...51
　第三節 個案公司資源能力與互賴關係之探討分析……………………...57
第四節 個案公司競爭優勢之分析………………………………………...72
第伍章 結論與建議………………………………………………...…………85
　第一節 研究發現與結論………………………………………….………..85
　第二節 研究貢獻…………………………………………………………...89
第三節 研究建議…………………………………………………………...90
第四節 研究限制…………………………………………………………...91
參考文獻 ………………………………………..…………………….……....92

表目錄
表2-1 台灣2008-2010年家用縫衣機出口前五大統計表……………………14
表2-2 策略性資源的內涵……………………………………………………..21
表3-1 個案訪談問卷內容……………………………………………………..38
表3-2 訪談對象………………………………………………………………..40
表4-1 伸興工業股份有限公司簡介…………………………………………..42
表4-2 伸興工業股份有限公司沿革…………………………………………..42
表4-3 伸興公司主要經營項目………………………………………………..47
表4-4 伸興集團營運狀況……………………………………………………..49
表4-5 伸興公司與勝家間代工成長率………………………………………..55
表4-6 伸興公司具備的核心資源……………………………………………..58
表4-7 縫衣機廠商比較表……………………………………………………..72
表4-8 伸興公司與同業之競爭力分析………………………………………..75

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