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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63738


    Title: 台灣小型印刷電路板代工業的轉型策略 -- 以A公司為例
    Authors: 任禮麟;Jen,Li-Lin
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 削價競爭;小型印刷電路板代工業;產業升級與轉型;產業環境;競爭優勢;Competitive Edge;Cut-Throat Competition;Industrial Trend;Industrial Upgrading and Transformation;Small Size Sub-Contractors
    Date: 2007-04-30
    Issue Date: 2014-05-08 15:29:03 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近十年來,因中國大陸成為世界的製造工廠,挾著廣大的土地、低廉且豐沛的人工成本優勢,發揮無比的磁吸效應,全球的投資者絡繹不絕的前往投資設廠。首當其衝的,是過去以低製造成本為競爭優勢的地區或國家。台灣身為資訊、通訊與消費性電子產品的製造生產重鎮,自然受創嚴重。
    獲利能力的考驗,仍然是多數印刷電路板業者所必須面臨到的嚴峻問題,身處印刷電路板產業二、三階的小型二手訂單或單製程的小型印刷電路板代工業者的處境就更加艱難。過度的產能建置與產業外移,導致了無情的削價競爭。隨著產業的重新洗牌,供需不平衡的現象已逐漸的緩和,雖然如此仍無法改善削價競爭後的低毛利問題。為了改善經營的困境與獲利狀況,台灣印刷電路板產業必須進行產業升級或轉型。產業的升級與轉型,帶來新的挑戰但也帶來新的機會。
    由於產業環境的變化迅速,產業上、下游及垂直、水平間的競爭合作互動狀態,業者本身所能掌握運用的資源能力等方面,對於策略的採行與運用亦有不同的影響,很難以定量的方法,用具體數據來衡量動態的產業環境變化、競爭與策略運用的影響。故本研究採用定性的探索性研究方式,探討時發現個案公司由於領導者對於產業變化的高度警覺,能夠洞悉且掌握產業變化所帶來的機會,依據印刷電路板產業的特殊委外代工特性,有效的運用本身有限的資源,投入到關鍵的鑽孔外包製程而轉型成功。
    個案研究發現個案公司的轉型關鍵成功因素有下列幾點,可提供給業界作為未來轉型方向的參考。(1)領導者專注經營,密切注意產業環境變化趨勢,(2)能擅用本身的有限資源,明確定位企業發展方向,(3)主動出擊,強化與龍頭廠商的互相依存程度,(4)穩健的財務經營管理,(5)領導者專注本業,與員工分享經營成果,塑造堅強團隊,(6)領導人懂得持續深耕網絡關係。
    ;Recently Mainland China, due to its preponderance of cheap, plentiful land and labor, has become a “World Factory”. This attracts an endless stream of world-wide investment interested in building factories to enter this vast market. The most important feature stimulating this interest has been the desire to take advantage of the current low price of manufacturing and labor available in China to increase the competitive edge of an area or country. The well known low cost players now are facing severe challenges from China. Taiwan, who used to be a key player in communications and consumer electronic product manufacturing, has naturally been placed under a lot of pressure by this development.
    Profitability is still a major issue for Printed Circuit Board (PCB) makers. Furthermore it becomes extremely difficult for those second and third tier PCB sub-contracting houses, or single process, small sized sub-contractors to survive in this industry. Over-supply and the switching of production to China have led to ruthless price-cutting and cut-throat competition. After years of effort, the demand and supply of the PCB industry in Taiwan has gradually become balanced, but there has still been no improvement on the margins. For the sake of improving the profit margin and upgrading the technology, Taiwan’s Printed Circuit Board makers must continue with industrial upgrading and transformation. Upgrading and restructuring brings about new challenges, but also brings about new opportunities.
    To keep pace with rapid changes, all aspects and levels of the industry must realize that quality, competition, and collaboration all interact and have an influence on the state of affairs. Business leaders must have the ability to grasp and utilize all aspects of their available resources to cope with changes. Strategy development is changing all the times; it is very difficult to quantify what are the best approaches and hard to find concrete data to measure and evaluate trends and changes in business competition and the effects of business strategies. Thus in this research we use deterministic research methods to explore and inquire into an actual case. We found the leader of the case study company to possess high degree of alertness towards changes and to be capable of clearly recognizing and mastering such changes so as to bring about new opportunities. The pouring of the company’s own limited resources into the PCB drilling subconstracting business was the key to the success of business transformation.
    In this case study we found the following key factors to the success of the company’s transformation. It is our hope that this is helpful to those who are looking to pursue business transformation.
    1.The company’s leader must pay close attention to and monitor changes and the latest industrial trends.
    2.They must be able to take best advantage of their own limited resources as well as find a clear cut, appropriate direction for enterprise expansion.
    3.They must act proactively to develop tight partnerships with key industry players.
    4.The financial stability of the operations and management must be preserved.
    5.The must retain their core of competitive advantages, and be willing to share profits with employees and build up a strong team.
    6.Company’s leader continues to develop business networks and alliances.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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