| 摘要: | 本研究從個案分析的角度，研究與探討在電子產業鏈中的印刷電路板(PCB)企業經營策略。產業鏈中PCB企業以規模經濟為主要策略的考量，以朝向大量生產的接單模式為規劃主軸。本個案研究對象為A公司，其經營策略與同業間大量生產的策略規劃有所不同，而以小量多量的接單和生產模式作為企業發展主軸與經營策略，同時藉由策略性規劃SWOT的分析，將企業的優勢、劣勢、外部的機會與威脅等方面進行全面性盤點，以波特的五力分析等資訊作為企業經營規劃的方向，並歸納出關鍵成功因素，以維持企業的競爭力與長期穩定的經營發展，並提供個案公司與同業參考。
A公司從競爭激烈的印刷電路板市場切入，經過辛苦地經營與摸索，不斷修正經營策略與路線，朝向小量多樣的市場來經營，並以HDI汽車板作為主要產品來經營，以避開大廠的價格競爭。本個案同時研究A公司成功開發國際行動手持裝置大廠G公司，藉由小量多樣的產品特行，如何克服萬難地成功打入到G公司的供應鏈，並與客戶成為夥伴關係一起成長，進入德國雙B的供貨供應鏈中。
本研究採個案研究法，包括次級資料蒐集與公司高階主管與負責主管訪談，而後進行資料分析與推論，透過Weihrich(1982)所提出SWOT策略矩陣概念，進行公司經營策略分析，與成功開發G公司的關鍵因素，包括1.公司以長期經營心態來經營企業，2.A公司有完整品質體系與通過汽車認證，3.客戶黏著度高，創造企業價值，4.團隊合作，關愛員工為已任。使企業能夠成功開發G客戶，成為德國雙B客戶的Tier1供應鏈，並且通過中國A股上市審查。本個案公司發展至今，成果實屬不易。面對新冠疫情與後疫情時代，以及美中貿易大戰後，供應商選邊和短鏈供應的趨勢，企業經營與策略上更加謹慎與艱辛。面對未來的企業競爭，本研究針對個案公司提出以下建議，1.放大即有客戶:持續開發現有客戶，並將訂單量做大，2.淘汰小客戶:將不具規模的客戶進行篩選與淘汰，將產能挪給目標客戶或既有客戶，使企業利潤更加穩定與成長。;This paper is focusing on the Business Strategy Research of Printed Circuit Board (PCB) enterprises which are in the electronic industrial chain from the perspective of Case Study. In the electronic industrial chain, usually a PCB enterprise would take scale production as the main concern of strategy and take the mode of receiving mass production orders as its planning axis. But the object of this case study, company A, is different. Rather than focusing on mass production as other PCB companies do in this industry, Company A takes “high mix low volume” orders and correspondent production mode as its main business strategy and developing axis. In this paper, based on SWOT analysis, through comprehensive study of company’s strengths, weaknesses, and the opportunities and threats from outside, taking Porter’s Five Forces and other useful theories as planning direction, summarizing the key factors to succeed, so as to maintain the competitiveness and stable long-term business development, together with representing case study of A for the reference to our dear fellows in this industry.
Company A started from the fiercely competed printed circuit board market. After years of hard working and exploration, and the constant adjust of business strategy and route, Company A finally aims at High Mix Low Volume market and takes automotive HDI PCB as its main product so as to avoid the price competition with those large manufacturers. At the same time, this case studies how company A successfully developed a large international mobile handheld device factory, company G. With the characteristic of its high mix low volume products, how did company A successfully overcome all the difficulties and enter into the supply chain of company G and became a partnership with this customer to grow together and entered the supply chain of German double-B company.
This paper takes case study, including secondary data collection and interviews with senior executives and specific supervisors of functional departments. After analyzing and deducting these data, through the concept of SWOT strategy matrix proposed by weihrich (1982), this paper analyzed the company′s business strategy and the key factors for the successful development of company G, including: 1, Company A runs business with a long-term operation attitude; 2. Company A has a comprehensive quality system and obtains automotive business qualification certificates; 3. High customer adhesion creates enterprise value; 4. Teamwork and caring for employees. All these factors contribute to its successful development of company G, to its successfully being admitted as a Tier 1 supplier of German customer double B, and to its successful pass of the examination of mainland China A share list. Since its foundation till now, A has made great achievements, and it’s not an easy thing. At the era of Covid-19 pandemic and the Sino US trade war, the trend of supply shortage, the business strategy has been more cautious and tough. For future competitiveness, this paper puts forward the following suggestions for the case company A: 1. Enlarge business scale of existing customers: continue developing more projects within existing customers and increasing the order volume; 2. Give up small customers: screen and give up those small customers without mass production potential and transfer the capacity to target customers or existing customers, so as to make the enterprise and its profit grow much more stably. |
