電子傳統產業轉型為醫療科技委託開發製造組織(MedTech CDMO)之策略─以G公司為例

Abstract

本論文針對台灣傳統電子產業為了因應市場變遷與全球局勢，轉型醫療器材委託開發暨製造企業之策略為研究主題。本研究選擇一家傳統電子線材廠為研究主體，以觀察與訪談的方式蒐集資料，並以Mark Johnson (2010)提出的四格商業模式的理論分析為基礎，進行質化研究，系統化探討G公司逐步轉型並獲得初步成功的商業模式關鍵要素，並提出可能遭遇之挑戰，以及與國內創新平臺合作的機會，為G公司未來的經營方向提供參考建議。 本論文的主要發現及結論： 1. 在整體大環境方面，因醫療器材需求持續成長，許多電子傳統企業紛紛跨足醫療器材產業，潛在競爭者激增，獲利空間被壓迫，企業需更加敏捷應對，找出自身利基點，建立進入壁壘。 2. 辨識出正確的顧客價值主張：提供令顧客滿意的專業技術、品質、服務、交期與法規要求。 3. 設計利潤公式：少量多樣的接單模式，預算管理制度精進。 4. 掌握關鍵資源：「具有特色之垂直整合能力」、「育才、用才、留才」與「資訊軟硬體系統充分整合運用」；以及關鍵流程：「嚴謹的醫療器材品質管理系統流程」，與「靈活的客戶應對流程」。 5. 以現有的醫療器材委託開發暨製造所獲得的績效，以及流程優勢為基礎，發展公司本身的專業核心技術能力，並引入創新平臺的思維與專業模組，升級服務管理流程，使公司能提供更多元化以及更精緻的服務。

This thesis focused on the strategy of transforming the medical device contract development and manufacturing organization (CDMO) in Taiwan's traditional electronics industry in response to market changes and the global situation. This research selected a traditional electronic wire factory as the research subject, collected data through observation and interview, and conducted qualitative research based on the theoretical analysis of the four-box business model methodology proposed by Mark Johnson (2010). The thesis systematically explored the key elements of the business model of the case company which gradually transformed in the recent years and obtained initial success. The thesis also proposed possible challenges, and opportunities for cooperation with the domestic medical device innovative platform, so as to provide reference suggestions for the future business direction of the case company. The findings of this thesis include: 1. In terms of the overall environment, due to the continuous growth of the demand for medical equipment, many traditional electronic enterprises have stepped into the medical device industry one after another. Potential competitors have surged and profit margins have been shrinked. Enterprises need to be more agile, find their own niche, and establish barriers to entry. 2. Identifying the Right Customer Value Proposition: Providing Customer Satisfaction with Expertise, Quality, Service, Delivery Time and Regulatory Requirements. 3. Designing the profit formula of the company's key success factor: Receiving small and varied orders is high gross margin, and a modified budget management system. 4. Maintaining key resources: 'distinct vertical integration capabilities', 'cultivating, utilizing, and retaining talents' and 'full integration and application of information software and hardware systems'; and key processes: 'rigorous medical device quality management system processes', and 'flexible customer response process'. 5. Based on the performance obtained from the existing medical device CDMO business and the advantages of the processes, develop the company's exclusive core technical capabilities, and introduce innovative platform’s thinking and professional modules to upgrade the service management processes, so that the company can provide More diverse and more refined services.