傳統製造業之客製化生產流程-以U公司為例

Abstract

台灣的傳統刺繡製造業發展有相似的困境，在國際化的過程中，首先要面對中國低價競爭，再來面對市場快速變化，需求日新月異，以致成長趨緩。尤其是市場過度集中在美國，而此市場價格敏感度高，中國競爭者以低價競爭趁機崛起，台灣無法用低價策略，逐漸失去市場。 傳統製造業最拿手的部分是生產管理，以往只能透過高效率生產降低成本，然而，個案公司應用麥可波特的價值鏈理論重新檢視公司內部主要活動與支援活動，消除不必要的浪費，也擴大支援功能輔助主要活動增加競爭力。除此之外，適時採用回應型供應鏈模式並客製化生產流程，因應特殊訂單需求，不甘於只做代工角色，進而提升為客戶的策略合作夥伴。 全球尚有其他潛在市場等著台灣企業去努力，透過產業規模分析，提供資訊供企業參考，提升企業成長新動能，也希望台灣刺繡產業增加競爭力拓展至全世界。

Taiwan traditional embroidery manufacturers have similar development dilemma. While globalization, Taiwan companies firstly confront with low-cost competition from China manufacturers. Moreover, there are rapid changes and various demands in the global markets. Thus, their growth went slow down. Especially, they deeply concentrated on US market in the past. Due to high price sensitivity, China manufacturers grew quickly through their price advantage. Taiwan companies were unable to compete with them in low cost, then, gradually lost US market. Taiwan manufacturers’ expertise was production management who usually reduced costs through high efficient production before. The company in this case study explored the necessary changes, by doing functional analysis for each internal individual department based on Porter’s value chain theory. It would eliminate unnecessary wastes and expand the functions for the support activities. Therefore, the primary activities became more effective. Furthermore, the company properly applied Responsive Supply Chain mode and fulfilled Customized Processes to meet the special order demand. Not only they played as an OEM role, but also improved to be a strategic partner for cooperation with clients. There are also many potential markets in the world for Taiwan companies to pursue and explore. Through the industry analysis for market scales, it can provide enterprises with the related information for strategic plan reference and enhance enterprises’ new momentum for growth.