從代理商到品牌製造商的轉型之路 ─以電子連接器A公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/97960

Please use this identifier to cite or link to this item: https://ir.lib.ncu.edu.tw/handle/987654321/97960

Title:	從代理商到品牌製造商的轉型之路 ─以電子連接器A公司為例
Authors:	林隆盛;Lin, Long Sheng
Contributors:	高階主管企管碩士班
Keywords:	電子連接器;自動化製造;品牌轉型;中型製造商;Electronic connectors;automation;brand transformation;mid-sized manufacturers
Date:	2025-05-26
Issue Date:	2025-10-17 12:12:40 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究以電子連接器製造商A公司為個案，探討其如何從原本的消費性電子產品ODM廠，透過併購與策略轉型，成功跨足電子連接器產業，並逐步建立自有品牌與設計導入能力，轉型為具策略主導力的製造商。台灣中型連接器企業在全球OEM/ODM市場中普遍面臨利潤壓力與競爭轉型挑戰，A公司的歷程具代表性與參考價值。 A公司於2007年併購長期代理日本連接器品牌L公司，藉此取得連接器產品線、ODM客戶設計窗口關係與導入經驗。原本經營光碟機與多媒體播放器的A公司，透過此一併購行動，重新定位營運重心，並藉由自動化生產與模具開發技術優勢，快速建立連接器標準模組的大量生產能力，切入筆記型電腦與伺服器應用平台，建立穩定供應基礎與工程端合作關係。本研究歸納A公司成功轉型的五大關鍵：（1）藉由併購取得切入連接器市場的關鍵資源與客戶關係；（2）自製模具與自動化產線確保產品良率與交期穩定性；（3）導入Design-In流程，於ODM開案早期即介入設計決策流程，提升中標率與平台依附度；（4）產品聚焦於標準模組用料，以能大量生產為主軸，著力於擴大規模經濟與品質一致性；（5）逐步延伸至高附加價值應用，如提供封裝廠精密沖壓金屬件產品，擴展營收來源。本研究以策略歷程重建與內外部分析角度，建構一套具擴展性的中型企業轉型樣板，對於正面臨思考企業轉型的台灣電子製造商具有實務參考價值。 ;This study analyzes the strategic transformation of Company A, which evolved from a consumer electronics ODM into a full-fledged connector manufacturer through acquisition and structural transition. Company A′s trajectory demonstrates how a mid-sized enterprise can enter a new industry domain and scale its value proposition despite limited initial experience. Originally focused on external optical drives and multimedia devices, Company A entered the electronic connector market following its 2007 acquisition of Company L, a distributor of Japanese connector brands with deep ties to notebook ODM customers. This acquisition provided Company A with critical product lines, customer design interface access, and channel credibility. Leveraging its in-house tooling and automation capabilities, Company A reoriented its business strategy to target high-volume standard connector modules (e.g., SO-DIMM and M.2), emphasizing production efficiency, quality consistency, and early-stage customer engagement via Design-In support. Key success factors identified in this study include: (1) acquiring market entry and relationship assets via strategic acquisition; (2) deploying automation and mold platforms to ensure yield and delivery reliability; (3) integrating into the ODM design phase to increase win rate and reduce supplier substitutability; (4) focusing on scalable, standardized connector modules to exploit economies of scale; and (5) diversifying into precision-stamped metal components for semiconductor packaging customers to create new growth engines. This research reconstructs the transformation pathway of Company A and offers a replicable reference model for other mid-sized manufacturing firms in Taiwan aiming to transition from passive supply roles to proactive design and production partners.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

Files in This Item:

File	Description	Size	Format
index.html		0Kb	HTML	29	View/Open

社群 sharing

Loading...