C精密加工公司轉型發展戰略研究

Abstract

近年來產業升級是繞不開的話題特別在製造產業，精密加工產業作為臺灣地區重要的出口導向型產業，為了因應組織轉型與全球競爭壓力的多重挑戰。數位化智能化勢在必行。 過去以代工與技術經驗為核心的營運模式，已無法滿足市場對高精度、高彈性與可持續製造的需求，促使企業須通過數位化轉型來提升競爭力與價值創造能力。本研究旨在探討臺灣精密加工產業推動數位化轉型之策略架構與關鍵成功因素，並提出可行的實務建議。 本研究透過文獻回顧彙整國內外精密加工數位化轉型的趨勢與策略模型，並結合SWOT分析、五力分析與商業模式分析，建立一套涵蓋“技術導入與資料應用”、“流程再造與系統整合”、“組織變革與文化建設”三大面向的數位化轉型策略架構。進一步以C公司為實證個案，深入探討其轉型歷程、面臨挑戰與具體作法。 研究結果顯示，數位化轉型不僅仰賴技術導入，更須結合財務報表、領導策略、流程優化與人才培育等系統性作為，方能達成轉型目標。C公司案例亦驗證，企業若能循序推進“數位化”、“數位優化”至“數位轉型”三階段進程，並善用政府資源與外部夥伴，將能有效強化營運效率與市場應變能力。 本研究除建立具參考性之轉型策略架構外，亦針對中小型精密加工企業提出數位化轉型的推動建議，期能協助產業穩健邁向智慧製造與高值化發展之目標。

In recent years, industrial upgrading has become an unavoidable topic, particularly within the manufacturing sector. As a key export-oriented industry in Taiwan, the precision machining industry faces multiple challenges stemming from organizational transformation and global competition. Digitalization and intelligent manufacturing have thus become imperative. The traditional operation model centered on OEM services and technical experience can no longer meet the market’s demand for high precision, flexibility, and sustainable manufacturing, prompting enterprises to enhance their competitiveness and value creation through digital transformation. This study aims to explore the strategic framework and key success factors for digital transformation in Taiwan’s precision machining industry and to provide practical recommendations. By reviewing existing literature on global and domestic trends and strategic models in digital transformation, this research integrates SWOT analysis, Porter’s Five Forces, and business model analysis to develop a strategic framework comprising three core dimensions: (1) Technology Adoption and Data Utilization, (2) Process Reengineering and System Integration, and (3) Organizational Change and Cultural Development. Using Company C as a case study, the research further investigates the transformation journey, encountered challenges, and specific implementation strategies. The findings indicate that successful digital transformation requires not only technological implementation but also systematic efforts encompassing financial planning, strategic leadership, process optimization, and talent development. The case of Company C also confirms that a phased approach—progressing from “Digitalization” to “Digital Optimization” and finally to full-scale “Digital Transformation”—combined with leveraging governmental support and external partnerships, can significantly enhance operational efficiency and market responsiveness. Beyond proposing a reference-ready transformation framework, this study offers actionable suggestions for small and medium-sized precision machining enterprises, aiming to support the industry’s transition toward intelligent manufacturing and value-added development.