汽車產業關鍵客戶之策略與管理： 個案研究: 聯嘉光電

Abstract

汽車業是個客戶導向的產業，供應商必頇具備客戶所要求的品質系統與水準、隨時回應的能力與機制、創新的研發能力、先進的製程能力、專業而快速的物流能力、車業的專案管理能力、批量管制與追蹤等的能力，並頇配合客戶365天24小時隨時的服務要求與即時回應，落實目標導向、使命必達、追求品質零缺點。 研究者希望藉由此專題研究深入探討在全球汽車節能照明產業中，一個建立於汽車產業落後、缺乏先進技術與龐大市場的台灣光電公司如何排除萬難、經過多年鍥而不捨的努力，逐漸被一家家世界知名大公司認證，其如何選擇關鍵客戶、進行關鍵客戶的管理與策略，進而與關鍵客戶建立長期策略合作關係，以擺脫台灣過去在全球汽車照明市場只專注於維修售後市場或簡易代工的角色，使公司能逐漸在全球汽車節能照明市場中扮演重要角色，也是研究的要點。 雖然汽車產業是個歷史悠久的產業，然而由於我們正處在“科技進步斜率快速提升”的時代，“互聯網+”的浪潮不斷改變人們的生活，放眼未來30年，汽車產業鏈及產品將面臨重大挑戰和變革。過去的時代，作為重要汽車公司及Tier-1的策略夥伴只要了解與緊隨著客戶的需求，全力滿足其期望即可確保商機及策略關係，然而由於e 時代的來臨、工業4.0的逐漸普、節能環保技術的突破及以及AI的神速進步，作為汽車供應鏈的一員，必頇隨時引進各產業的前瞻技術溶入汽車應用來服務Tier-1以及OE汽車廠，以敏捷的反應來提供給客戶Value-added的服務，才能成為關鍵客戶最能信賴的供應商，也才能維持高客戶滿意度。 基於有限的時間，此研究專案集中於研究一個台灣光電公司如何在汽車產業中進行關鍵客戶的管理，至於日後的研究專題可以尌全球領先的汽車業零組件前十大、前一百大企業，或台灣汽車產業Tier-1企業的關鍵客戶管理與策略為研究的主題，將有助於對全球汽車產業關鍵客戶管理策略有進一步之了解與貢獻。

The automotive industry is a customer-oriented industry. Suppliers must have the following capabilities: maintain quality system and standards required by customers, the ability and mechanism to respond at any time, innovative research and development capabilities, advanced manufacturing process capabilities, professional and rapid logistics capabilities, project management capabilities, batch control and tracing capabilities, real time response to the customers with 365 days and 24 hours availability, and the implementation of target-oriented. The development of Taiwan's automobile industry began in 1953, nearly 70 years later than European countries, and more than 20 years later than Japan, and the car industry in Taiwan is only the assembly method of the whole vehicle, lacking of key technologies for producing vehicles and key components of vehicles. Through this study, the researcher hopes to have full study about how a Taiwanese optoelectronic company with the backwardness of Taiwan automobile industry, with years of unremitting efforts, may gradually pass world-class companies qualification and certification to become one of supplier in the global automotive industry. The case study of this thesis is Excellence Opto. Inc. (EOI), a company that the researcher setup and is working for. This research will discover how EOI select key customers, conduct key customer management and strategy, and then establish long-term strategic partnerships with key customers to get rid of Taiwan's past focus on repairing the aftermarket or simple generation in the global automotive lighting market. In the past, as a car company and Tier-1's strategic partners, as long as they understand and follow the needs of customers, they can fully meet the customers’ expectations to ensure business opportunities and strategic relationships. However, due to the advent of the e era, the industry 4.0 is gradually becoming popular, breakthroughs in energy-saving and environmentally-protection technologies and the rapid advancement of AI, as a member of the automotive supply chain, we must introduce forward-looking technologies from various industries into automotive applications to serve Tier-1 and OE automotive companies, and serve customers with agile responses. The value-added services must be done by suppliers in order to maintain high customer satisfaction for key accounts. Due to limited time, this research project focuses on how a Taiwanese optoelectronics company manages key customers in the automotive industry. As for future research topics, it can be ranked among the top 10 and top 100 companies in the world's leading automotive components. Or the key customer management and strategy of the Tier-1 enterprise in Taiwan's automotive industry as the research theme will help to further understand and contribute to the key customer management strategies of the global automotive industry.