台灣電子代工廠商經營策略之研究： 以A 公司為例之個案研究

Abstract

目前台灣專業電子代工廠商之市場佔有率將近九成，但當智慧型移動裝置崛起造成筆記型電腦產業進入衰退期後，台灣相關EMS代工廠商利潤薄弱且由於產能過剩利潤持續滑落；在克服經營的挑戰上，組織優化及轉型是一項富挑戰性且不容易成功的工作，而如何建立正確之營運方向感及相關優勢策略的確立，從而設計適當之行動計畫方針及激勵員工可有向力心的凝聚去將使命目標達成，在紅色供應鏈崛起及微利時代下，更是件值得研究之議題。 本研究藉由個案研究之方式，以某筆記型電腦EMS廠商為研究對象，探討2011年之後面臨經濟環境起伏之成長軌跡。研究目的為探討經營策略對績效的影響。在產業分工的價值鍊如何利用審視PEST、產業五力分析及自身SWOT層別問題，審視本身之資源與能力去展開相對之策略行動，驅動成長動能並改善獲利，找出如何驅動二或三種之成長動能並觀察是否可以有效產生兼具獲利之成長績效的策略參考。 從經營策略改善行動中，個案公司各事業群競爭優勢策略主要著墨於成本領導方式；而相關創新部分主要著墨於製程創新之方式；市場滲透與業務組合之措施是主要的成長措施，本研究並據此提出對企業成長與之後研究之建議。

Taiwan EMS companies take around 90% PC manufacturing market share, but when the rise of smart mobile devices caused PC industry & profit into big recession; In such situation, facing operational challenges, organizational optimization and transformation are a challenging and difficult task. How to establish a correct sense of operational direction and effective strategies to design appropriate action plan and motivate staff to achieve setting business goal, in the red supply chain rise and low-profit era, it is worth studying topic. We take one of EMS manufacturers as the object as a case study. The purpose of this research is to examine in the value chain position, how to review PEST, Five Forces analysis and SWOT , then examine their own resources and capabilities to carry out relative strategic actions, drive growth momentum and improve profitability, and find out how to drive two or three kinds of growth momentum and observe whether it can effectively produce a profit-oriented growth performance strategy reference. In the improvement of business strategies, the ways in which the competitive advantages of each business group are adopted are mainly based on the cost-leadership and the process innovation; the market penetration and business combination are the main growth measures. Based on this research, we put forward suggestions on the growth of enterprises and the research afterwards.