代工廠商與品牌商動態協力合作演進之研究—筆記型電腦產業中價值能力移轉個案探索; Evolution of Dynamic Collaboration between Contract Manufacturer and Branded Firm: A Case Study of the Value Migration in Notebook Industry

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Title:	代工廠商與品牌商動態協力合作演進之研究—筆記型電腦產業中價值能力移轉個案探索;Evolution of Dynamic Collaboration between Contract Manufacturer and Branded Firm: A Case Study of the Value Migration in Notebook Industry
Authors:	蔡漢章;Han-Chen Tsai
Contributors:	資訊管理研究所
Keywords:	動態協力合作;能力移轉;代工;品牌商;委外;供應鏈;OEM;ODM;JDM;IDM;廣達;Dell;OEM;SCM;Outsourcing;Branded firm;Dynamic collaboration;Contract manufacturing;Boundary shift;ODM;JDM;IDM;Quanta;Dell
Date:	2005-06-23
Issue Date:	2009-09-22 15:26:08 (UTC+8)
Publisher:	國立中央大學圖書館
Abstract:	供應鏈管理的議題，不論是實務界的推動，或是在學術界的研究，絕大部分都認為必需由供應鏈中一個或是數個代表廠商來主導此供應鏈的導入與運作，以及引進更佳的資訊系統後，將能提昇供應鏈內的資訊透通度，進而強化此供應鏈的競爭強度（Ji-Ren, 2004; Simchi-Levi, 2001）。本研究據此初步推論，此現象將造成供應鏈內議價能力與地位的不平等，接近最終顧客的品牌商將主導供應鏈的運行，而代工廠商則處於弱勢被動的地位，因此在供應鏈中，品牌商的大者恆大現象便會產生。但是從本研究初步訪談結果中發現，在筆記型電腦產業中，代工廠商並未因資訊透通度的提昇而居於弱勢，更藉由供應鏈管理的改良，以及不斷地由價值鏈垂直整合過程中，順利轉型成為整體解決方案的提供者（total solution provider）、品牌商的互補者以及逐步形成競爭性代工。有鑑於此，本研究企圖回答：供應鏈管理中品牌商與代工商之間所形成的動態協力關係之合作架構為何？以及決定此一架構隨時間演化的要素為何？過去的學術研究中，常以交易成本理論（Afuah, 2003）解釋品牌商與代工商之間的委託關係，但是，此觀點卻只能分析靜態且穩定的商業賽局，而無法對一隨時間演化之動態賽局進行完善的解釋。因此本研究首先引進能力循環（Fine, 1998）的能力循環理理論，深入探究在不斷演進的四個合作時期中，品牌商以及代工廠商間產生之價值能力移轉現象以及代工關係之變化，並進一步結合競合策略（Breandenburger & Nalebuff, 1996）來解釋廠商間在每一合作時期的競爭與合作關係。本研究採用個案研究方法進行此探索性研究，選取在筆記型電腦產業中具代表性的一組合作夥伴—廣達（代工廠商）與Dell（品牌商）作為典型個案（typical case），研究分析結果發現，每一階段廣達與Dell的代工關係演進，都造成彼此價值活動的移轉，讓廣達能夠逐步整合價值活動與價值鏈，由最初的低成本競爭優勢的OEM時期，成長為具有獨特技術能力的ODM時期，進行多角化經營的JDM時期，最後走向具有創新研發能力的IDM時期。其中廣達與Dell各個時期的競合關係，也在廣達的能力發展中扮演著關鍵性角色，而Dell也成為廣達茁壯成長過程中最重要的推手。本研究將廣達於各個階段之企業成長的關鍵、核心能力、與附加價值作一清楚之描繪與分析，希望對於急迫需要進行產業昇級之台灣代工產業能夠有所啟發。 With increasing time-to-market pressure and trend of rapid introduction of new products with shorter and shorter life cycle, an effective supply chain to reduce cost and improve service levels has become essential for branded firms to face fierce competition in the global market. Outsourcing strategy is essential for branded firms to create a long-term relationship with their virtually integrated contract-manufacturing partners. Most researches in supply chain management emphasized the competition between supply chains from the standpoint of branded firms, and focused on how to optimize the whole supply chain. Means, such as implementation of advanced information technology (IT), are used to enable the base-line competitiveness. It is critical for the disadvantaged party within a supply chain (such as a contract manufacturer) to concern whether information transparency due to IT leads to the leading branded firm dominates the supply chain or not. Fortunately, our preliminary field study demonstrated that (1) “the winner takes all” within a supply chain never occurred but contract manufacturers become multi-branded contract manufacturer as a total solution/service provider, (2) contract manufacturers have upgraded their capabilities and gradually become the complementors rather than merely the suppliers of leading branded firms, and (3) there exists the evolutionary value migration (or boundary shift) between contract manufacturer and branded firm within a supply chain. The goal of this research is then to explore what the dynamic collaborative relationship (or evolutionary boundary shift) between contract manufacturer and branded firm in a supply chain is and what the determinants for this dynamic collaborative relationship are. By exploring a typical case of Quanta and Dell in the notebook industry, this study found that the boundary between these two firms evolved in four phases with different contract scheme and will be evolving. The four phases are (1) OEM (Original Equipment Manufacturing), (2) ODM (Original Design Manufacturing), (3) JDM (Joint Design Manufacturing), and (4) IDM (Innovation Design Manufacturing). It is clearly that Quanta and Dell continuously change their business models and interactive relationship in every phase. However, the academic understanding of this issue is still a puzzle. Previous studies have imported transaction cost theory and competitive advantage to interpret the issue of firm boundary (Afuah, 2003) but failed to catch the evolutionary aspect of boundary shift. We proposed a synthesis multi-discipline perspective that integrates game theory (Breandenburger & Nalebuff, 1996) and independence/dependence capability (Fine, 1998) to tackle the issue of evolutionary boundary shift. This study would contribute to draw a tentative theoretical foundation to general theory of dynamic collaboration of vertical dis-integrated partners in a supply chain.
Appears in Collections:	[Graduate Institute of Information Management] Electronic Thesis & Dissertation

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