国企代工企业之研究与发展-以华硕及广达为例.pdfVIP

論 文 摘 要 國際代工企業是因為國際化分工所出現結果，國際代工企業不僅有利於跨國 公司實現資源全球配置，也有利於中國企業消化過剩產能、技術模仿以及進入國 際市場。很多成功的國際代工企業通過不斷強化內部優勢，抓住外部發展機遇， 發展壯大OEM(Original Equipment Manufacturer,貼牌生產或原始設備製造商） ，還 有企業從OEM 方式轉變為ODM(Original Design Manufacture ，原始設計製造商)方 式或OBM(Own Branding Manufacturing ，自有品牌生產)方式。但是在轉變的過 程是否只能依循前者模式，而可以不循規律模式來走，自己另外走出一條路。 本論文研究目的是藉由OEM 、ODM 、OBM 分析來歸納出(E-D-B 模式) ，並 且利用對華碩與廣達的兩個對比，來進一步分析代工模式可以不一定要依循 (E-D-B 模式) ，可以自己另外走出一條新的路，對於國際代工企業的技術與品牌 兩者間的抉擇，亦或是兩者其實是相輔相成，只是在於轉化過程的時機與市場上 的區隔，以及自己對於市場上的區隔與差異化。 關鍵字：國際代工，微笑曲線，OEM ，ODM ，OBM ，IDM ，華碩，廣達 5 ABSTRACT International subcontracting enterprises have emerged as the international division of labor results, international OEM (Original Equipment Manufacturer) companies will not only help multinational global allocation of resources, but also help Chinese enterprises to absorb the excess production capacity, technology imitation and access to international markets. Many successful international OEM business by continuously strengthen their internal strengths to seize external growth opportunities, development and expansion of OEM, there are companies to change the mode from the OEM or ODM(Original Design Manufacture) and OBM(Own Branding Manufacturing) way. But only in the transformation process is to follow the former model, and can’t go through the regular mode, go their own way through another. Purpose of this study is by OEM, ODM, OBM analysis to summarize (E-D-B mode), and use on two Asus and Quanta contrast to further analysis may not necessarily have to follow the OEM model (E-D-B mode), you can Out for himself a new way, for the international foundry technology and brand choice between the two, or both are in fact complementary to each other, but that the timing of t