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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳政鴻 | |
| dc.contributor.author | Tzu-Lin Kuo | en |
| dc.contributor.author | 郭姿伶 | zh_TW |
| dc.date.accessioned | 2021-06-08T00:51:00Z | - |
| dc.date.copyright | 2015-07-27 | |
| dc.date.issued | 2015 | |
| dc.date.submitted | 2015-07-01 | |
| dc.identifier.citation | REFERENCE
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(2013). Chinese electronics export; Taiwanese contract manufacturing – the win–win outcome along the evolving global value chain, World Economy, 36(7), 827-842. doi: 10.1111/twec.12045 Ulaga, W., and Reinartz, W. J. (2011). Hybrid offerings: how manufacturing firms combine goods and services successfully, Journal of marketing, 75(6), 5-23. Xu, E. Y. (2012). Defining new business models for the mobile device supply chain (Doctoral dissertation, Massachusetts Institute of Technology). Yang, D. Y. R., and Chen,Y. C. (2013). The ODM model and co-evolution in the global notebook PC industry: Evidence from Taiwan. Advances in Applied Sociology, 3(01), 69-78. doi: 10.4236/aasoci.2013.31009 Zhai, E., Shi, Y., and Gregory, M. (2007). The growth and capability development of electronics manufacturing service (EMS) companies, International Journal of Production Economics, 107(1), 1-19. doi: 10.1016/j.ijpe.2006.03.009 Zhou, H., and Benton, W. (2007). Supply chain practice and information sharing, Journal of Operations Management, 25(6), 1348-1365. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/18095 | - |
| dc.description.abstract | 網通產業使用ODM 經營模式近十年，過去十年中ODM模式已進化成更多元類型。本研究以客戶觀點探討並分析ODM、OEM、EMS 的演變趨勢，同時提供不同領域之ODM的經營策略建議。 | zh_TW |
| dc.description.abstract | The thesis is summarize the history of electronic outsource from OEM, ODM, and EMS. With dynamic of business nowadays that as brand company as customer, how we set strategy for the supply chain to find correct manufacture strategy for the project. By using the case study to validate the global supply chain strategy and provide a practical guidance. The evolution of different OEM, ODM, EMS and now has hybrid model. Deep dive into each functions how as OEM react and correspond the changes of business model. Toward the end, we use a real case study to demonstrate the business can be success by applying with the new ODM practice guidance. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T00:51:00Z (GMT). No. of bitstreams: 1 ntu-104-P02546004-1.pdf: 2320870 bytes, checksum: a0075b391ee4a9f41120cc8cb34056f3 (MD5) Previous issue date: 2015 | en |
| dc.description.tableofcontents | CONTENTS
誌謝 I 中文摘要 II ABSTRACT III CONTENTS IV LIST OF FIGURES VI LIST OF TABLES VIII Chapter 1 Introduction 1 1.1 Motivation 3 1.2 Literature Review 3 1.3 Objectives 4 1.4 Methodology 6 Chapter 2 EMS and ODM History 7 2.1 From ~1960 to ~1980 Concept Stage – Maturity of data storage 7 2.2 In 1980 ~ 1990 IT Outsource 7 2.3 From 1990 ~ 2000 Blooming of IT Manufacture Outsource 8 2.4 Electronic Manufacture Service 9 2.5 ODM/JDM – Adding up the design into manufacture service 11 2.6 Design Outsource 11 2.7 Hybrid EMS and ODM 13 2.8 The Different and Similarities between ODM and EMS 14 Chapter 3 Today Situation 16 3.1 The Player in Market 16 3.2 2012 Top Foreign Buyer in Taiwan (Made by Taiwan) 17 3.3 EMS Expand to ODM-Good profit margin 18 3.4 Tradition ODM Problems 19 3.5 Dynamic Business Model Change 23 3.6 Growth Momentum 25 Chapter 4 New ODM Practice Guidance 28 4.1 Make vs Buy 28 4.1.1 Criteria of the Make/Buy Decision 31 4.2 Relationship Management 34 4.3 Sourcing Responsibilities 36 4.3.1 Sourcing Strategy 36 4.4 Partner Management Responsibilities 38 4.4.1 Partner Manager Relates Activities 39 4.5 Preferred Supplier List by Technology 45 4.6 Plan and Delivery 50 4.7 Delivery 53 4.8 Quality 60 4.8.1 Quality Core Requirement 62 4.8.2 Manufacture Audit 65 Chapter 5 EMS to ODM Case Study 67 5.1 Why We Need Hawaii Project? 67 5.2 What is Hawaii Project? 68 5.3 When did it start? 69 5.4 How Hawaii Project Accomplished? 70 5.5 Is Hawaii Project Success or Fail? 72 Chapter 6 Conclusion and Suggestion 81 REFERENCE 83 LIST OF FIGURES Fig. 1 1 Chinese Export of Office and Telecom Equipment 5 Fig. 2 1 Revenues at the Top Twenty EMS Contract Manufacturers, 1999 and 2002, thousands of US dollars (Sturgeon and Lee, 2005) 9 Fig. 2 2 EMS Evolution Themselves into ODM Which is EMS + Design Service. (Zhai et al., 2007) 10 Fig. 2 3 Manufacture Specific Resources and Capabilities of Successful Hybrid Offerings (Ulaga and Reinartz, 2011) 14 Fig. 3 1 Comparison of Typical ODM and EMS Electronic Contract Manufacturers: Value Chain Scope, Product/Customer Scope and Geographic Scope(Sturgeon et al., 2005) 18 Fig. 3 2 Profit Margin across Product Life System between EMS and ODM (Source: own study) 22 Fig. 3 3 C Company Leader Position in Nearly 30 Years. (Source: C Company website) 23 Fig. 3 4 Cloud Infrastructure – New business model evolving (Source: JP Mogen company report) 25 Fig. 3 5 First Half Growth Year on Year (Source: manufacture market insider Vol. 24. No9, 2014) 26 Fig. 3 6 Sales by Provider Type (Source: manufacture market insider Vol. 24. No9, 2014) 27 Fig. 4 1 The Process Flow for Playbook Design. (Source: own research) 28 Fig. 4 2 Make and Busy Decision Summary (Source: own study) 29 Fig. 4 3 Sourcing Process Life Cycle (Source: C Company internal sourcing playbook) 38 Fig. 4 4 Supplier Scorecard Function Weight Distribution 44 Fig. 4 5 Demand Planning Process (C Company demand plan process ppt) 51 Fig. 4 6 Supply Plan (Source: own study summary) 52 Fig. 4 7 Demand Supply Plan collaboration flow (Source: own study) 53 Fig. 4 8 CTO Route Process 55 Fig. 4 9 BTS Route Process 57 Fig. 4 10 Example of Complexity of Drop Shipment Logistic 58 Fig. 4 11 Delivery Model Selection Criteria 59 Fig. 4 12 Example of OTD Chart: red line is target as 98%. Each different color represents different ODM. (Source: 2013 C Company regional operation dash board) 60 Fig. 4 13 Example of CT2R Chart: red line is target as 90%. Each different color represents different ODM. (Source: 2013 C Company regional operation dash board) 60 Fig. 4 14 Example of Process Interaction in ODM (Source: C Company regional operation dash board 2013) 61 Fig. 5 1 Project Overview 72 LIST OF TABLES Table 3 1 2013 Top 10 Electronics Manufacturing Services (EMS) Providers 16 Table 3 2 2013 10 Original Design Manufacturers (ODM) 17 Table 3 3 Taiwan ODM 2009 Revenue Category (Source: own study) 21 Table 3 4 Comparison Result by Primary Business M US$ (Randall Sherman, 2014) 26 Table 4 1 Business Model Role and Responsibilities Comparison (Source: own study and C Company internal ODM playbook) 30 Table 4 2 Development Model Simulation: Definitions 32 Table 4 3 Sourcing Manager and Partner Manager Role and Responsibility 35 Table 4 4 Partner Manager Scope Table 39 Table 4 5 SBR Suggest Participants List 41 Table 4 6 Scorecard Weighting Methodology Scorecard Example 45 Table 5 1 Hawaii Project Milestone 70 Table 5 2 Manufacture RACI 74 | |
| dc.language.iso | en | |
| dc.title | 以個案探討供應商管理策略 | zh_TW |
| dc.title | A Case Study in Managing Strategic Outsourcing Processes | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 103-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳文智,洪一薰,蘇哲平(Cheping Jack Su) | |
| dc.subject.keyword | 供應商,策略, | zh_TW |
| dc.subject.keyword | ODM,OEM,manufacture outsource:, | en |
| dc.relation.page | 87 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2015-07-01 | |
| dc.contributor.author-college | 工學院 | zh_TW |
| dc.contributor.author-dept | 工業工程學研究所 | zh_TW |
| 顯示於系所單位： | 工業工程學研究所 | |
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