| 摘要: | 本研究旨在探討印刷電路板產業瞬息萬變與紅色供應鏈夾擊下，個案公司如何應用工業4.0、中國製造2025及國內外企業的智能工廠標竿企業學習與運用，如何蛻變與轉型，並深入了解其推動智能化工廠目前的成效，PCB產業中找到核心競爭優勢與研擬出未來的營運策略。本研究對象SU個案公司為台灣印刷電路板的領先者，至中國大陸設廠20年以來，從只能做最簡易單雙面板發展到目前高技術、高品質HDI多層板及高單價的軟硬結合板，面對內外部多變的政治、經濟、社會等環境不利因素，個案公司能不斷創新改變且穩定獲利與成長。台資PCB產業目前在中國大陸所面臨的問題與挑戰，包括:原物料上漲、工資不斷上調、售價下降、離職率高及勞動人口紅利逐年遞減的衝擊下，面對中國大陸激烈競爭的市場，個案公司如何在大陸經營的競爭市場中上脫穎而出，值得探討。
本研究採質性研究，根據文獻、次級資料、訪談個案公司總經理與專案經理資料，以瞭解個案公司成立的背景及沿革、組織架構、CSR運用及近三年營運獲利概況，而後進行資料分析與彙整。本研究的結論呼應了 Narayanan & Fahey(2001)提出的P.E.S.T分析企業的內外在環境找出個案公司內部優劣勢分析之概念；也與郭套山 (2016)指出PCB製造業的工業4.0的路線圖八大類的論述及朱雲龍(2016)指出德國工業4.0架構可分三大主題(智能生產、智能物流及智慧工廠)論述一致。
本研究針對個案公司的智能工廠與經營策略提出五項結論包括:一、應用工業4.0在PCB產業的推動；二、完善推動智能工廠流程的計畫案；三、局部落實智能工廠；四、融入公司營運策略與目標；五、善用台灣智能化工廠的標竿學習平台。本研究針對個案公司短中長期，提出五項建議：一、設備與研發的智能化；二、產品設計的智能化；三、行政與業務管理；四、對內，長期規劃培育人才計畫培育系統、平臺的規劃、設計與整合人才等；五、對外，要與長期配合的供應商合作共同開發等。;The purpose of this study is to investigate the printed circuit board industry changing and red supply chain under attack, the case company how to apply industrial 4.0, 2025 and Chinese manufacturing benchmark enterprise intelligent factory of domestic and foreign enterprises to learn and use, how to change and transformation, and promote the in-depth understanding of the results of the current intelligent factory, PCB industry to find the core competitive advantage and develop the future business strategy. The research object of SU company as the leader of Taiwan printed circuit board, to set up factories in mainland Chinese since 20 years, do the most simple single and double panel to the current development of high technology, high quality and high price of the HDI multilayer flex plate from only the face of internal and external changing political, economic and social environment etc. the case factors, the company can continue to change and innovation and stable profit growth. The problems and challenges of Taiwan PCB industry in mainland China faced including: raw material prices, rising wages, price decline, high turnover rate and labor demographic dividend decreasing under the impact, in the face of fierce competition, the market China, how the case company in the mainland business talent shows itself in a competitive market, worth exploring.
This study is a qualitative research, according to the literature, the general manager of secondary data, interviews with the project manager to understand the case, the company was founded in the background and history, organization structure, using CSR and nearly three years of operating profit, and then conduct data analysis and summary. The conclusion of this study echoes the Narayanan & Fahey (2001) of the internal and external factors in the environment to find out the concept of internal strengths and potential analysis of case, analysis of the P.E.S.T; and Guo Tao-shan (2016) pointed out that the PCB manufacturing industry 4 .0 roadmap eight class discussion and Zhu Yun-long (2016) pointed out that the German industrial 4 .0 the architecture can be divided into three themes (intelligent production, intelligent logistics and discusses the favorable wisdom factory).
Intelligent factory in view of the case company and business strategy this study proposes five conclusions include: Firstly, application of industrial 4.0 in promoting the PCB industry; Secondly, improve the intelligent factory process project; Thirdly, the local implementation of intelligent plant; fourthly, into the company business strategy and objectives; fifthly, the use of Taiwan intelligent factory staff learning platform. Based on the case of short and long-term, put forward five proposals: Firstly, intelligent equipment research and development; Secondly, intelligent product design; Thirdly, administration and management; Fourthly. internal aspects ,the long-term planning program, cultivation of talents cultivation system, platform planning, design and integration of talent tec.. Fifthly. external aspects , suppliers and long-term cooperation, to jointly develop etc.. |
