ODM 經營模式之研究－以台灣無線通訊產業為例

Abstract

近年來，廠商間合作的實質內容除早期單純評估供應商的交期、品質、成本等因素之外，國際品牌廠商已不斷發展出新的營運模式，使得台灣供應商所扮演的角色從單純代工走向國際的分工。因應新的營運模式，台灣廠商主動或被動提升自我的能力，從單純的製造加工，培養出從設計、製造到後勤支援的全球運籌能力，造成國際大廠為求生存及提高其競爭力而積極主動來台尋求合作。然而，即使國內企業的代工能力獨霸全球，仍舊必須面對中國大陸及東南亞國家低價勞工與生產成本的挑戰。企業莫不致力於開發高階並具有附加價值的商品，以吸引全世界的市場購買，以求擺脫低價競爭的夢魘。 本研究針對此一現象，以無線通訊產業為例，研究ODM產業內價值鏈分工之情形，並對ODM廠商提出未來之營運建議如下： 一、 建立自有品牌 若ODM廠商具備下列條件，則可以朝建立自有品牌邁進： 1. 具有強勢之產品品質做後盾 2. 已建立完善之行銷及服務通路 3. 擁有充足的資源與資金去發展品牌 二、 進行產業價值鏈的垂直整合 除了發展自有品牌外，若ODM廠商具備下列條件，則可以進行產業鏈垂直整合以提升自己的競爭優勢，並提供顧客一次購足及差異化的產品服務： 1. 掌握關鍵零組件或技術 2. 充裕的資金 三、 發展產品多元化及差異化 若廠商缺乏上述能力朝向建立自有品牌及垂直整合發展，則建議廠商發展產品多元化及差異化；產品多元化協助廠商滿足下游顧客整合性產品的需求，產品差異化則協助下游顧客在終端市場提升附加價值，建立競爭優勢。

In recent years, factors that influence the trade between firms have been shifted from the ordinary shipment due date, quality, cost to new business models. These innovative changes push suppliers in Taiwan giving up as simple ODM role to concentrate on international division of labor. Facing new business challenges, manufacturers in Taiwan actively or passively think of new ways to achieve another business success, more than just ODM role, Taiwanese manufacturers are now capable in design, manufacture and even global logistics management and support. This outstanding performance attracts international enterprise coming to Taiwan and searching for business partners in order to survive and raise their competence. Nowadays, Taiwanese suppliers play as the top ODM role still have to be ready to combat the cheap labor and product cost from Mainland China and South East countries. Firms now devote on developing high-end and value-added products to catch more attention from worldwide market procurement and get rid of low balling nightmare. Aim at this phenomenon and taking wireless communication industry as example, this study will focus on the value chain division in ODM industry and highlight future suggestions for ODM firms. 1. Building Own Brand Qualifications for ODM firms to build its own brand: (i) Strong product quality guaranteed; (ii) Comprehensive marketing and service channels; (iii) Rich source and capital included. 2. Processing Vertical Integration of Industry Value Chain Not only to build firm’s own brand, Vertical Integration of Industry Value Chain also enhance firms’ competency to satisfy one-stop-shopping and products’ differentiation for customer service. (i) Control of key components and/or techniques; (ii) Abundant capital. 3. Develop Products’ Diversity and Differentiation If firms are lacking of the mentioned abilities to build its own brand and to develop vertical integration, the author suggests firms to focus on products’ diversity and differentiation; products’ diversity enhances the satisfaction from customers to integrated products’ requests, products’ differentiation enables customers to raise value-added at the end-market and to create more competitive and advantageous market position.