EMS產業生產服務關鍵要素之研究—以P公司為例

Abstract

相較於傳統的 ODM（Original Design Manufacture）與 OEM（Original Equipment Manufacture）僅提供產品設計與代工生產模式，電子製造服務EMS（Electronics Manufacturing Service）為電子產品商提供的是更具知識與管理的服務，包含：為客戶提供產品設計開發、物料管理、採購、製造、存貨管理、後勤運輸及產品維修服務等等。 而一般電子產品商在尋求生產服務廠商時，先是確認生產服務廠商目前生產的產品主要是以哪一類為主，且須評估代工花費與品質良率，並考量代工廠是否有足夠的生產服務能力能否達到產品庫存水平、生產效率、交期承諾，這是電子產品商選擇代工廠商的主要三個要素，最終電子產品商為了降低風險與成本考量，會將訂單以分散方式分配給下游代工廠商，導致代工廠商單一客戶的訂單數量下滑。有鑑於此，代工廠商為了增加上游客戶數量，來提升整體的訂單數量，便有可能同時接受不同客戶及不同產品的訂單。因此在生產管理上便有別以往的標準生產模式，代工廠商要時時挑戰如何同時滿足不同電子產品商所提出的需求，並且還須能夠達到相等水平的生產能力及如期完成交貨之目標。 本研究針對P公司所處的EMS產業為主題，透過 Porter's 的波特五力分析模型探討產業外在的環境：(1)電子供應商的議價能力 (2)消費者的議價能力 (3)潛在競爭者的能力 (4)替代品的替代能力 (5)行業內競爭者現在的競爭能力。針對這五項要素整理出目前 EMS 的競爭環境與所面臨之瓶頸。接著，以規模經濟與不經濟來衡量達到企業卓越之效率，藉由 EMS 產業在生產服務的價值網（Value web）及功能層級策略（Function-Level Strategy）層面上，探討企業在 EMS 生產服務上如何發揮競爭優勢。透過物聯網（Internet of Thing）技術能力使工廠智能彼此互聯，展現公司的創新服務能力；以智慧生產，建立高效率和彈性快的生產競爭力；以自動工廠，追求低成本和高品質的產品生產力，並且從生產效率、品質、創新和顧客回應方面為出發，發展出建立獨特的生產服務關鍵要因。讓集團內或關係產業內的不同公司的客戶、供應商和交易夥伴的企業流程得以同步，進而發展以生產服務策略導向管理（Service Dominant Management）來解決過去EMS代工廠僅限以服務單一系列產品的生產策略，並透過各生產系統之間的整合掌握創新、效率、彈性、成本、品質等生產服務之關鍵要素，進而達到庫存、生產、交期整合之面向。

Compared to traditional ODM (Original Design Manufacture) and OEM (Original Equipment Manufacture), which only provide product designing and product manufacturing, EMS (Electronics Manufacturing Service) provide more services regarding product knowledge and management for electronic companies, including product design and development, material management, procurement, manufacturing, and inventory management, and logistics and maintenance services, etc. When electronics companies are selecting a manufacturer, they usually see what product the manufacturer mainly produces, the cost and quality of the products produces by the manufacturer, and they also consider whether the OEM has sufficient production and service capabilities to achieve the required product inventory, production efficiency and delivery times. Ultimately, electronic companies distribute their orders to a number of OEMs to reduce risk and cost, which results in a decline of orders for OEMs. Therefore, to increase the number of customers, as to increase the overall order quantity, OEMs usually accept different customers and different products orders. Therefore, the production management method will be different from the past, OEMs are challenged with how to meet the demand of different electronic products at the same time and also to be able to achieve the same level of production capacity and delivery times. This research focuses on P company's EMS industry and analyzes the external environment of the industry based on Porter's five-force analysis model: (1) the bargaining power of electronic suppliers; (2) the bargaining power of consumers; (3) the capacity of potential competitors; (4) the substitutability of alternatives; and (5) the competitiveness of competitors in the industry. Based on these five elements, this research determines the current competitive environment and challenges of EMS, and based on the product service’s value network (Value web) and functional level strategy (Function-Level Strategy) of EMS, this research determines how EMS reaches competitive advantage in the industry. Through IOT (Internet of Thing) enables factories to connect through the internet; through intellectual production, the high efficiency and the quick production competitiveness of a company is established; through automated factories, low cost and high quality products competitiveness is achieved. Furthermore, based on production efficiency, quality, creativity and customers response, to develop the unique key factor in production service and let the business process of customers, suppliers and trading partners from companies in the same conglomerate or different companies in related industry to be synchronized and develop service strategy-oriented management (Service Dominant Management) to solve the problem that traditional EMS used to be limited in single service strategy which only provides single series products. Also, through critical factors in innovation, efficiency, flexibility, cost and quality, to lead the integration between inventory, production and lead-time.