從OEM/ODM轉型成OBM組織結構之兩難

An Rganizational Structure Dilemma for OEM/ODM Firms toward OBM

10.3966/199553922016031001002

楊達凱(Ta-Kai Yang)

委託製造 ； 委託設計 ； 自有品牌 ； 競合 ； OEM/ODM/OBM ； coopetition

多國籍企業管理評論

10卷1期（2016 / 03 / 01）

25 - 43

繁體中文

本研究站在代工廠商的角度欲探討在何種環境或因素下，品牌廠商願意承擔技術知識被竊取之風險允許欲發展自有品牌的代工廠商在代工及品牌發展的業務上使用相同的研發團隊，藉由此問題一方面可以了解代工廠商如何找出最適合之經營模式。本研究以層級分析法（Analytic Hierarchy Process, AHP）進行假說檢定。在研究樣本之挑選，先從台灣上市上櫃公司中先根據公司規模並控制住產業類別因素，挑選出台灣五十大電子產業代工廠商為抽樣對象並與其中八家取得聯繫，回收六家代工廠商之研發相關部門管理階層共計15份問卷。研究結果發現，在技術本質因素中(1)技術的動態性越高，專家意見偏向負責代工與品牌業務之研發團隊不需切割之經營模式。(2)當技術為一般通用技術時，專家意見也偏向負責代工與品牌業務之研發團隊不需切割之經營模式。(3)在合作關係構面下，共同專屬化程度越高，專家意見偏向負責代工與品牌業務之研發團隊不需切割之經營模式。

With the maturity and progress of technology, Taiwanese OEM suppliers' profits are constantly being shrunk. More and more Taiwanese companies are participating in the OEM/ODM/OBM's developments trajectory and have been investing in their own brand development. The process of developing a business model such as this is challenging. This study looks at how and under what conditions, OEM buyer is willing to take the risk of its know-how been stolen, and allowing OEM supplier using the same R&D team working on both its own brand and OEM buyer's products. By the way of using these questions, how to identify the most suitable business model for OEM can be revealed.

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