智慧製造解決方案比較分析 ‒ 以研華與台達為例

Abstract

2011 年「工業 4.0」 一詞首次在德國出現，揭示全球製造業的又一次轉型。以往製造業者多以成本領導為競爭策略，透過大量製造降低平均成本，然而如今消費型態轉變，業者面臨少量多樣的訂單型態，考驗企業產能調度與彈性供應的能力。為了更妥善地掌握生產與營運資訊，不少業者選擇導入智慧製造解決方案，協助管理者快速整合設備與生產資訊，即時回應客戶需求，智慧製造、物聯網、數位轉型等詞彙頻繁躍上檯面，成為廠商策略佈局中重要的一環。 本研究以台商研華股份有限公司與台達電子工業股份有限公司為研究目標，分析兩者從純製造商轉為智慧製造解決方案供應商的服務化現象，以次級資料蒐集與個案研究法為主要研究方法，第二章透過文獻回顧了解製造業服務化流程及不同的服務化類型，並且探討物聯網、智慧製造相關文獻；第三章則對全球智慧製造產業鏈進行分析，拆解產業鏈上、中、下游的角色，針對需求較高的北美、歐洲及亞洲市場做進一步討論，並整理歸納市場中競爭力較大的六位競爭者概況。 進入個案分析部分後，首先從研究目標–研華與台達之發展歷程與業務範疇切入，了解各自的核心資源與背景，接著解析雙方提供的智慧製造解決方案，從製造業服務化的觀點出發，分析兩者在生態系與非生態系經營模式下銷售與服務的差異，並整合前段對於智慧製造產業之研究，於第六章統整出五點結論：（1）工控與自動化廠商在智慧製造領域較有優勢。（2）智慧製造全球發展趨勢仍以平台生態系為主。（3）研華之工業物聯網生態系尚未成熟。（4）台達智能製造整體解決方案涵蓋面向較廣，研華則可提供較多軟體產品選擇。（5）兩企業核心資源與競爭策略差異分別吸引不同的智慧製造客群。最終針對智慧製造解決方案供應商提出二建議，透過（1）強化與價值鏈上游的連結。（2）把握海外智慧製造市場機會，優化自家解決方案與服務模式，在全球智慧製造產業中取得一席之地。

In 2011, “Industry 4.0” was first mentioned in Germany, revealing another transformation in the global manufacturing industry. In the past, manufacturers focused on cost leadership as a competitive strategy and tried to reduced average costs through mass production. However, with the shift in consumer behavior, businesses now face a variety of small-scale orders, challenging supply chain flexibility of the firms. To better grasp operational information, many companies choose to adopt smart manufacturing solutions to integrate equipment and production information, so that they can respond to customer demands in real-time. Terms such as smart manufacturing, the Internet of Things （IoT）, and digital transformation are popular nowadays and have become an integral part of firms' strategies. Smart manufacturing solutions are offered by multiple companies in the industry. This study focuses on Advantech Co., Ltd. and Delta Electronics, Inc., Taiwanese companies that have transformed from pure manufacturers to providers of smart manufacturing solutions. The research primarily employs secondary data collection and case study methodology. Chapter 2 reviews the literature to understand the development of servitization of manufacturing as well as the IoT and smart manufacturing concepts. Chapter 3 analyzes the global smart manufacturing industry, including the roles of upstream, midstream, and downstream players and further discussion on the main markets such as North America, Europe, and Asia. It also summarizes the profiles of the six major competitors with significant market competitiveness. In the section of case analysis, the study first mentions the history and business scope of Advantech and Delta to understand their core resources and backgrounds. It then analyzes the smart manufacturing solutions provided by both companies from the perspective of servitization of manufacturing. It examines the differences in sales and services between the two companies in terms of ecosystem-based and non-ecosystem business models. Based on the previous research on the smart manufacturing industry and the comparison between Advantech’s and Delta’s solutions, the study presents five conclusions in Chapter 6: （1）Industrial automation and control vendors have advantages in the field of smart manufacturing. （2）The global trend in smart manufacturing development still revolves around platform ecosystems. （3）Advantech's industrial IoT ecosystem is not yet mature. （4）Delta's smart manufacturing solution covers a broader range of automation functions, while Advantech offers a wider selection of software products. （5）The differences in core resources and competitive strategies of the two companies attract different customer segments in smart manufacturing. Finally, this research proposes two suggestions for Taiwanese smart manufacturing solution providers: （1）Strengthen connections with the upstream players in the smart manufacturing value chain and （2） Seize opportunities in the overseas smart manufacturing market and optimize its own solutions and service models to establish a better position in the global smart manufacturing industry.