| 摘要: | 本文旨在針對台灣第一大民營製造業，全球第五大電子專業製造服務業(EMS，Electronic Manufacturing Service)-的個案公司進行研究，在研究的過程中，除了可以清楚看到個案公司從一家資本額不到30萬台幣的中小企業，在歷經30年的洗鍊之後，成為一家跨國的集團。個案公司的成功必非一蹴可磯，而是一步一腳印，踏踏實實的逐步前進。個案公司的發展軌跡可區分成三大階段，第一階段 – 製造導向，第二階段 – 全球化佈局，以及第三階段 – 以科技為核心的知識經濟思維。另外，為了衡量各階段的經營績效，個案公司利用平衡計分卡的操作架構，除透過財務，顧客，內部流程以及學習與成長等四個構面，分別以不同的經營績效指標KPI來衡量不同階段之策略目標。同時探索個案公司之使命、經營理念、願景、專注的產業、核心產品、技術、多元的人才、20/80原則的客戶策略及分級分類模式、全球獨創之CMMS（Component Module Move & Service）代工模式、橫跨全球集團佈局："一地設計、三區製造、全球交貨"的跨國經營策略、資訊系統整合以及完整的專利佈局及牢不可破的專利地雷網。 本研究發現貫徹個案公司的不變核心經營策略是「變革、創新、老二哲學及執行力策略」，個案公司也分別在第一階段強調「成本競爭、速度彈性、技術深耕」， 在第二階段強調「跨國經營、20/80原則、固守3C」，現階段個案公司以邁入第三階段，在這階段強調「產業升級、穩健成長、根留台灣」，每一各階段所強調的經營策略除了以明確、簡單及數量化的指標來衡量控制，並與事業單位與員工的實質績效做連結，讓組織目標能上行下效，無往不利。 此外，本研究也發現個案公司的核心競爭能力除了「Time to Market、Time to Vloum、Time to Money」外，個案公司的經營者的強烈企圖心、獨具的遠見及、擇善固執的執行力，這些特質在台灣的中小企業經營者身上也都可以看的到，而個案公司的成長與發展經驗除了可供經營者學習參考，最核心的且有價值的部分應該是，個案公司一步不朝著世界大廠，在立足台灣，放眼全球的格局。今日所有的台灣企業如何走向國際，如何放眼世界，個案公司可以是一個很好的先行者模範。 Thesis Title: Research on Taiwan’s Corporation Operation Model – A Case Study of HH Crop.Name of Institute:Graduate School of MBA , National Central UniversityCandidate for Master: Shih-Hong Cheng Advisor:Dr.Der-Jun Horng Abstract: This thesis is a case study on the success of the largest manufacturing company in Taiwan; the world’s fifth EMS (Electronic Manufacturing Service) company. The paper analyzes how the subject started as a small proprietary with thirty hundred thousand NT in capital to a multinational corporation in thirty years. The development path of the subject company can be divided into three stages: 1.Production Oriented 2.Global Presence and 3. Technical Knowledge based Economy. To evaluate the operating performance of the company in each stage, this study utilizes the concept of balanced scorecard and applied KPI indicators to examine the financial, customer, internal business processes, learning and growth perspectives of the subject company. The paper also examines the subject’s mission, objective, core products, technology, business strategies, 20/80 principal, CMMS (Component Module Move & Service) electronic service model and its extensive intellectual property right protection system.The core and continuous strategies of the subject focus on transformation, innovation, second place philosophy and execution while in the first stage the company emphasized on cost competitive, speed and technology enhancement. In the Global Presence stage, the subject concentrated on cross-nation opportunities, 20/80 principal and defending the 3C industry. At present, the company is progressing toward the third stage, and its operating strategies emphasize on industry upgrade, stable growth and rooting in Taiwan. In each stage, business strategies are tied to simple and quantifiable indicators to evaluate the actual performance of business units. In addition to the company’s well known core competence of “Time to Market, Time to Volume, and Time to Money,” the study reveals that the CEO’s aggressive ambition and exceptional foresight are also factors that contribute to the competitiveness of the company. Small and mid-size companies in Taiwan can take the subject business progression as a model to becoming a well established multinational company. |
