印刷電路板產業外包評選指標建構研究—以個案A 公司為例

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題名:	印刷電路板產業外包評選指標建構研究—以個案A 公司為例
作者:	戴毅軍;Tai,Yi-Chun
貢獻者:	管理學院高階主管企管碩士班
關鍵詞:	印刷電路板;外包分工;委外代工;contract outsourcing;outside contract labor;printed circuit boards
日期:	2007-05-16
上傳時間:	2014-05-08 15:29:21 (UTC+8)
出版者:	國立中央大學
摘要:	電腦、通訊及消費性電子(簡稱3C 產業)為全球工業中成長最快速的產業，近年來，在政府及產業界的大力推動下，台灣資訊電子工業也已躋身成為世界主要的生產供應國，為臺灣再創經濟奇蹟，也因此帶動了中游之電子零組件業及上游原材料的蓬勃發展；在整個3C 產業中，印刷電路板實為不可或缺之重要零組件，由印刷電路板業之產銷供需情形，即可反映出3C 產業的榮枯興衰與技術水準之高低。印刷電路板是提供電子零組件安裝與插接時主要的支撐主體，近年來，隨著製造產業的環境改變及全球市場的激烈競爭，企業為了提昇競爭力、降低成本及營運風險，持續進行各項改善活動或運用不同的生產策略，其中外包就是企業較常運用的策略之一，藉著有系統的外包分工管理來創造企業的競爭力，依現存產業趨勢來看，已有越來越多的企業高階主管將外包視為組織架構再造的途徑，憑藉著良好的外包管理來強化自身核心業務，改善客戶關係，同時透過成功的外包模式，有效運用企業有限的資源，專注於核心優勢，並將非核心專長作業部份以外包方式來降低成本與風險，創造較高的經營績效；外包在未來企業扮演著重要角色，並已成為企業界的重要潮流。本研究主要針對生產印刷電路板的A 公司作個案分析，並經由該公司與長期合作外包廠高階主管的深度訪談，以及相關文獻資料分析整理，找出多項重要外包商評選指標，先從宏觀因素依理論基礎建構五個主要核心探討衡量構面，包括規模經濟、風險管理、成員關係、作業型態及經營績效構面。再從微觀因素之四大準則，如品質、成本、服務與交期、技術支援與後勤能力，衡量印刷電路板產業對於成功外包評選指標的權重，建構適合印刷電路板產業的外包策略與改進方向。本研究以台灣一印刷電路板製造集團為例，進行外包評選指標模式建構，彰顯其實用性與有效性，作為欲導入外包之企業的參考依據，並強化已導入外包之企業的管理績效。 A 公司雖然以往外包成效非常好，但是也有需要改善之處，例如外包委員會的運作流於形式、外包策略的制定僵化與反應不及、未定期比較分析重點機台的自製外包成本，未重視外包商技術保密協定的簽訂、外包績效與策略的評定、新產品外包加工項目的認證及合格外包商的開發（含中國華東地區及華南地區）是否已在規劃中？這些均是當前個案公司必須嚴肅面對與思考的方向。本研究對A 公司在外包分工策略上的具體實務建議共五項，分別為定期檢討外包策略、強化品質認證合格之外包供應商、適時評估與慎選重點技術策略供應商、建立長期穩定的策略合作夥伴關係及加速認證IC 載板加工項目並提升外包經濟規模。 ;Computers, communications and consumer electronics (the so-called 3C industry) has rapidly become one of the fasted growing in the world. In recent years，aided by governmental and industrial promotion，Taiwan’s information electronics industry has assumed world wide importance as a producer and supplier, another economic miracle. This has helped to spur on the development of second tier electronic component producers as well upper tier raw and unfinished material suppliers. Printed circuit boards are the most indispensable and important components within the 3C industry. Their production and marketing, supply and demand are a good representation of the flourishing and withering, ups and downs, and technological standards of the 3C industry. Printed circuit boards are essential electronic component and replacement parts. In recent years，to keep up with the ever-changing manufacturing environment and fierce global market competition, enterprises have had to improve their competitiveness, and lower basic production costs as well as operational risks. They have to continue to progress, to improve, and learn to utilize different production strategies. Among these, outsourcing is one of the most common. The current trend is to take advantage of systematic contract worker management to stimulate competitiveness. More and more reputable businesses utilize outside contract workers. A well-considered organizational structure can strengthen the company’s own existing professional strength by means of desirable outsourcing and can even offer it a new lease on life. A successful model can at the same time improve client relationships. An enterprise’s limited resources can be preserved and skills focused on core superiorities，while outsourcing less important parts of the process to reduce net costs and risks, bring about more effective management. In future outsourcing, which has already become an important trend in the industry, will play an even more major role in the business world. In this research we focus on a case analysis of one printed circuit board manufacturer, Company A. We enquire in depth about this company’s long term cooperation with high standard outside contract factories, as well analyze and arrange other related documentation, to find out what are the more significant indicators for selecting outside contractors. We first, from macroscopic factors, formulate five important theoretical basic constructs. These are utilized to inquire into and evaluate the structural features of a business. These include large economies of scale, risk management, personnel relations, work type, and effective structure. Then we use four important microscopic elements: product quality, production price, service and time constraints, and tech support and logistic capability, to evaluate the degree of success at which printed circuit board producers utilize outsourcing to meet their goals. We hope this research can give directions for improvement in how such manufacturers design suitable outsourcing strategies as well as serve as an example for the Taiwan printed circuit board manufacturing community, to enter into contracting out structures, manifest their practicality and effectiveness, and to act as a reference channel for outsourcing enterprises，or to strengthen already existing effective management channels. Although Company A has found outsourcing quite effective, there are some areas that sill need improvement. For example contract outsourcing operations can become a mere formality, established outsourcing strategies can become fossilized and unresponsive. There have been uncertainties about contract and net costs. Insufficient importance has been attached to skilled contract workers, maintaining confidentiality agreements, the evaluation of effects and strategies, and new product outsourcing. Worker authentication and quality standards for outsource concessionaires need to be strengthened (in Eastern and Southern China areas）whether or not they are already participating in this plan. These are serious issues which this company must face up to and ponder over. We offer five practical and concrete suggestions related to Company A’s outside contract worker policy: to thoroughly distinguish and discuss outsourcing policies, to strengthen the product quality recognition standard of the labor suppliers, to im a timely manner evaluate and select important technological skill suppliers, to establish long-term stable collaborative partnership strategies, to speed up the authentication of integrated circuit board processes ,so as to promote the economic scale of contract and labor outsourcing.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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