智慧製造趨勢下的製造業數位轉型發展策略研究

Abstract

企業以永續經營為目標，透過創新學習、持續改善、顧客滿意、夥伴關係等管理要素，謀求生存發展機會。在科技發展及快速變動的大環境中，智慧化的物聯網新應用和過去工業時代迴然不同，必將驅動人類發展史突飛猛進，伴隨著各國前瞻製造政策推進數位化及工業化的高度整合，也加速了產業科技創新、企業研發賦能、製造業數位能力的提升轉型。本研究針對國內氣動元件產業的領導廠商A為個案研究對象，自動化智慧製造轉型過程中，提出策略及創造供應鏈新價值。 個案公司的管理指標成本、交期、彈性、服務、品質等，在產品開發、製程優化、組織合作、產能調配上獲得效益提升，並運用利他合作共享的精神，來為公司、供應商、客戶建立起價值鏈合作的機制。 企業面對智慧製造及數位轉型的議題，因中美貿易衝突與全球新冠疫情的擴散衝擊持續受到關注重視，即便持續規劃進行，也因資源有限限制與組織分工運作，在跨部門溝通整合上會遇到執行上的困難及挑戰。本研究提出個案的策略分析的方法指引，期許相關製造業之企業在未來逐步導入智慧製造的階段規畫，在數位轉型發展上，能透過企業領導的共識支持、專業賦權、技術支援、團隊合作更有系統性的盤點、計劃與推動執行。

With the goal of sustainable management operation, the company seeks survival and development opportunities through innovative learning, continuous improvement, customer satisfaction, partnership and other management elements. In the environment of new technological development and worldwide rapid changes, the world encountering is totally different between new applications of the intelligent internet of things and past industries era. It will definitely drive the history ahead of human development by leaps and bounds. With the forward-looking manufacturing policies of various countries to lead to promote the high integration of digitalization and industrialization, it will also accelerates industrial technological innovation, enterprise research and development empowerment and the transformation of manufacturing digital capabilities. This research aiming at the domestic leading pneumatic components industry manufacturing company A as the case study object, in the process of automation intelligent manufacturing transformation, propose strategies and create new value added in the supply chain management. The case company management performance index include costs, delivery time, flexibility, engineering service, reliable quality, etc., have been continuously improved in product development, process optimization, organizational cooperation, capacity allocation and implement the spirit of altruistic cooperation and sharing to help case company, suppliers, and customers well establish a platform mechanism for value chain pipeline cooperation. Facing with the digitization wave of intelligent manufacturing and digital transformation, case company continues to pay the highest attention due to the China-U.S. trade conflicts and the spread of the COVID-19 epidemic. Even if still planning to act, they will also suffer the limited resources and the organization's cross-function teamwork, so as to have cross-departmental communication and integration in the face of difficulties and challenges in practical implementation. The research proposes methodological guidelines for strategic analysis of individual cases. It is hoped that related manufacturing companies will gradually adopt the stage planning and digital transformation development of intelligent manufacturing in the future, through the consensus support of corporate top management, professional expertise empowerment, technical support and corporate teamwork, it will be more systematic to comprehensively review, planning and solid actions to do.