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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/71839


    Title: 台灣軟板企業面對紅色供應鏈崛起的因應對策─以旭軟為例
    Authors: 李信穎;Lee,Hsin-Ying
    Contributors: 高階主管企管碩士班
    Keywords: 軟板;轉型;8十事業模式;Flexible Printed Circuit;Transformation;8-Cross Business Model
    Date: 2016-06-24
    Issue Date: 2016-10-13 13:57:00 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 中國大陸改革開放後GDP指數30年來以年均9%以上的高速度增長,是歷史上增長速度最快、體量最大的經濟實體。根據IMF統計數據,2014年中國經濟總量以17.6兆美元超過美國17.4兆美元而成為世界第一大經濟體,中國經濟實力已足以撼動全世界。中國政府有錢後,就想將經濟主導權奪回,而扶植產業便是其中之一。
    觀察中國扶植中國產業歷史,早期從如塑化、鋼鐵、水泥等傳統產業;而後轉入如DRAM、太陽能、面板等電子產業,如今皆面臨產能過剩問題,而且都開始自食其果。而中國政府不停歇,挾帶高外匯存底的優勢,開始切入高技術電子產業,並揚言要自立電子產業供應鏈,以智慧型手機為例,從半導體至電子零組件,甚至是組裝等,一條龍都要在中國生產,可見過去台灣企業在大陸的優勢已蕩然無存。
    台灣產業有紅色供應鏈切入的,皆遇到這個難解的課題。而想透過研究旭軟電子,而找出台灣中小企業在面對此課題時,該如何因應?而過去習慣的營運模式是否應該改變?而是否能夠以一種事業模式分析,且具參考價值,此為引發本研究之動機。
    本研究主要目的有二:
    (一)紅色供應鏈崛起對旭軟事業模式產生那些衝擊?
    (二)面對紅色供應鏈崛起旭軟應如何擬定其因應對策?
    本研究將採用國家層級「8十事業模式」進行外部環境的機會與威脅。其次,藉由公司層級「8十事業模式」分析並歸納個案公司現行事業業模式的核心關鍵問題,再利用「8十SWOT」分析提出經營策略建議與新事業模式之調整方向。本研究主要結論如下:
    觀察第四章旭軟電子分析後,其實旭軟電子在技術及管理層面皆優於同業,即使在公司業績低糜時,財務結構仍屬健康。我認為公司僅在產品組合及產品方向未能掌握,導致業績跌落谷底。若能將產品組合調整,不走量產型產品,避免殺價競爭。往利基型產品走,少樣多量客製化,必能將公司業績谷底翻揚。就產品組合調整來看,未來幾年僅以降低NB&平板電腦比重,並積極投入汽車電子(LED車燈、電池等等)及醫療相關應用產品。
    最後,本研究提出下列策略建議供個案公司參考:
    1. 增加服務據點提升服務品質。
    2. 產品整合性服務與客戶建立良好的關係。
    3. 檢討產品組合提升稼動率。
    4. 提升公司環境健全組織架構及章程吸引優秀人才。
    5. 提升技術門檻與製程能力。
    6. 增加高毛利產品研究與發展。
    7. 降低三C產品及低毛利的產品生產。;It indexes that the past three decades, after the reform and opening policy of Mainland China, the GDP average annual growth of more than 9 percent, it’s the fastest growing volume of the largest economic entities of the period history of China. According to IMF statistics, in 2014, China’s GDP of US$17.6 trillion over America’s GDP of US$17.4 trillion, become the world’s largest economy system, China’s economic strength sufficient to influence the world. The Chinese government wanted to recapture the economic dominance after the economic strength, and support industry of China is one of the means.

    According to observation, the Chinese government’s supporting from the traditional industry as plastic, cement and steel industry, now turning to as DRAM, solar energy, panels etc., electronics industry. But now it faced with the problem of excess production capacity and began to suffer the result. Chinese government did not stop in its steps and rely on the advantages of high foreign exchange reserves, began into the high-tech electronics industry and threatened to set up the electronics industry red supply chain by China. In smart phone as an example, from semiconductors to electronic components to be assembled, one-stop production in China. The advantage of Taiwanese enterprises on mainland China in the past has gone.

    Taiwan’s industry involved by red supply chain is experiencing this intractable problem, therefore, I want through the research of Sunflex Tech Co. Ltd., to find out and face of this problem that Taiwan SMEs, how to respond, whether the business model are used to in the past should be changed? Or whether in a business model to analyze, and possessed the reference value? This is the motivation of this study initiation.

    The main purpose of this study is: 1. What impact that the rise of red supply chain to Sunflex Tech mode? 2. Faced with the rise of red supply chain, how to develop Sunflex Tech response measures.

    In this study, the use of national-level 8+business model, from the external environment to find the opportunities and threats; secondly, by the use of company level 8+ business model to analyze and summarize the key issues of the case of Sunflex Tech. Using the 8+SWOT method to propose business strategy advice and new business models recycling.

    The main conclusions of this study are as follows:

    After the observe of chapter 4 which about Sunflex Tech analysis, Sunflex Tech technology and management level are better than other electronics industries, even when sluggish performance of the company’s, the financial structure is still well. I think only in product mix and product direction failed to grasp, resulting in performance hit bottom. If the adjustments of product mix, it does not go mass-produced products to avoid price competition, and from the niche product, like a lot less and customization, the performance of Sunflex Tech will be able to turn from the bottom. In a view of product mix adjustment in the next few years will be to reduce the proportion of NB & panel, actively involved in automotive electronics(LED, green battery) and medical related applications.

    This study proposes the following policy recommendations for the Sunflex Tech reference case:
    1. Increase Branches improve service quality.
    2. Product integration services with customers to establish good relationship.
    3. Review the portfolio to enhance the utilization rate.
    4. Promote the company′s good working environment, and build a sound framework of
    rules to attract excellent staffs.
    5. Enhance the technical threshold and process capability.
    6. Increase in research and development of high-margin products.
    7. Decrease the 3C products and low-margin products.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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