| 摘要: | 「電腦王國」、「科技島」，這些都是台灣在科技產業獲得的盛譽美名。從主機板、 顯示卡、機殼、滑鼠到鍵盤，台灣的電腦產業從 80 年代開始打下紮實的基礎，一步一 步地創造出很多的台灣第一。90 年代則是迎來了台灣電腦產業代工的起飛，成為了國際 享譽盛名的「世界專業代工廠」。
無論是筆記型電腦或者雲端伺服器，台灣的代工廠都是主要供應商。市面上有許多 筆電品牌，市佔率前五的 Lenovo、HP、Dell、Apple、Acer[32]，每一個品牌的背後都有 台灣代工廠的支撐。而雲端部份，Top tier CSP( Cloud Service Provider)如 Microsoft、 Google、Amazon Web Service、Meta( Facebook)的資料中心建置，硬體有八成以上來自 台灣代工廠設計、組裝、製造。
台灣強大的代工能力收攬了世界上最知名的筆電品牌商、雲端服務提供商，從 OEM 發展到 ODM，不只是會組裝而已，台灣代工廠還能設計研發，還能提供最好的全球運 籌服務、售後服務，讓代工不再只是附加價值活動，而是把代工做成研製服務。
本研究使用多重個案研究法，搭配深度訪談及二級資料如報章雜誌、期刊論文及產 業新聞，以專業代工廠為研究對象，探討台灣電子代工發展歷程及競爭性代工背後的形 成原因及運作模式，品牌商們願意把自家的產品交由同一家代工廠研發及生產，而形成 的競爭性代工。在本研究中發現代工廠原先在早期電腦代工累積的研發及製造優勢是品 牌商選擇代工廠的誘因，再者因為關鍵零組件中的微處理器的迭代更新而發展出的技術 擴散，更是考驗代工廠擁有的研發能力，是否能幫助品牌商跟上迭代更新研發出 Time- to-Market 的產品。當代工廠擁有相對的關鍵能力後，吸引了不同的品牌商與之合作，形 成了競爭性代工。
關鍵字:競爭性代工、信任機制、技術擴散、能力移轉、競合、研製服務;Taiwan’s technology industry has well renowned as “Computer Kingdom”, “Technology Island”. Taiwan’s computer industry started at 80’s from produce mother board, graphics card, chassis, mouse and keyboards, laid a strong foundation and created many Taiwan’s No.1 step by step. Here’s comes the Taiwan’s computer industry takes off in 90’s, Taiwan becoming the “World Professional Foundries”.
The top 5 market share brand of notebook, Lenovo, HP, Dell, Apple, Acer, their main assembly foundries are from Taiwan. And in the could service market, the build of data center of the top tier CSP ( Cloud Service Provider) like Microsoft, Google, Amazon and Meta( Facebook), Taiwan’s foundries has shared 80% up of the hardware design, assemble and manufacturing.
Taiwan’s strong abilities in foundries win over the most famous brand of notebook and CSP. From OEM to ODM, not only assembly, Taiwan foundries also can provide design, R&D, and the best worldwide logistic service/ after service. Taiwan makes outsourcing manufacturing isn’t only an adding value activity, but make it becoming “Design Manufacture Services”.
The study using multiple cases studies, takes professional foundries as objects, exploring the electronic foundry’s developmental history, and the process to form and operate of the “Competitive foundry” business model. This is a business model formed by brands willing to have their products to a dedicate foundry to design and produce. The study found that the key incentive that brands select foundries is the accumulations of the experiences from past R&D input and manufacturing advantages. Furthermore, the technology infusion of the key component in PC industry like CPU’s iterative update, foundries needs to have the relative abilities to help brands to develop product for Time-to-Market. The foundries have the core abilities which can attract different brands to cooperate, then comes out the Competitive foundry model.
Keywords: Competitive foundry, Trust mechanism, Technology diffusion, Abilities boundary shift, co-opetition, Design Manufacture Services |
