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Title: | 客戶集中度對電子代工業的影響及策略發展 —以蘋果公司與台灣代工公司個案研究為例 Customer-base Concentration Effects and Strategy to Contract Manufacturing: Apple Inc. and Taiwanese Electronic Manufacturing Service Case Study |
Authors: | Yu-Shen Hsu 徐宇聲 |
Advisor: | 孔令傑 |
Keyword: | 客戶集中度,代工產業,策略核心,環境變遷,動態競爭, Customer-based concentration,EMS,Strategy,Dynamic Competition, |
Publication Year : | 2020 |
Degree: | 碩士 |
Abstract: | 傳統的管理觀念中,對於客戶集中度的論述均期望企業經營分散風險為圭臬,不鼓勵甚至予以負面的管理價值觀,但是產業供應鏈的生態環境快速變化,全球化的趨勢使企業大者愈大,也導致越來越多的客戶集中度討論,最新的研究文獻中對高客戶集中度所擁有的多項優點予以證明,經營方面可以為企業帶來更好的營運效率及競爭優勢。 本研究以蘋果公司與台灣代工產業的商業關係為個案,蘋果公司在過去2010至今2020年成長黃金十年,台灣代工廠商對於企業成長的必要性下與其共同成長,訂單影響著台灣代工夥伴的企業營收,也確實展現出相當不錯的經營績效,在獲利能力、經營能力與投資報酬率均展現出更有效率的管理方式經營企業,本研究以多項公開財務數據比較說明。 對於已享有優勢的台灣代工企業提供可能之策略及建議方案,持續開創成長的第二曲線,跳脫傳統代工思維,開創新的客戶體驗,深耕新技術;面對環境的變遷,實現全球化、專業化而後去規模化,持續企業競爭優勢;制定動態競爭的策略,正面迎戰全球競爭紅色供應鏈。 In the traditional management concept to customer-based concentration, it expects not to have high percentage in order to mitigate the risk of business operations. However, the economic environment of the industrial supply chain is changing rapidly and the trend of globalization makes the giant companies bigger than ever. The latest research proves that there are many advantages of high customer-based concentration with better operation efficiency. This study takes Apple and Taiwanese EMS companies as a case study in customer-based concentration. Taking business from Apple with high customer-based concentration risk is definitely a smart way and it will sustain the company growing, profits, and efficiency. Taiwanese EMS companies demonstrate themselves in very good operating performance including profitability, operating capability and return on investment in such theory. This study also provides possible strategies and suggestions for those successful Taiwanese EMS companies. First of all, continue to create a second curve by creating new customer experiences and focusing on new technologies. Second, in order to face quick industries environment change, three steps to achieve including globalization, specialization and de-scaling which keep competitive advantages. Third, the strategy of dynamic competition helps enterprise to defeat the global competition of red supply chain from China. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/73304 |
DOI: | 10.6342/NTU202004417 |
Fulltext Rights: | 有償授權 |
Appears in Collections: | 資訊管理組 |
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File | Size | Format | |
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U0001-1112202011413300.pdf Restricted Access | 6.56 MB | Adobe PDF |
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