One Dynamic Analysis of Taiwan Bicycle Industry's A-TEAM

臺灣自行車產業 A-TEAM之動態分析

10.29710/JTC.201206.0002

魏文欽(Wen-Chin Wei)

TPS ； TQM ； TPM ； A-Team ； 系統動力學 ； TPS ； TQM ； TPM ； A-Team ； System Dynamics

德明學報

36卷1期（2012 / 06 / 01）

17 - 31

英文

TPS、TQM及TPM著重工作場所之改進以杜絕浪費、控制品質或降低成本，但缺乏創造價值之積極作法。初期Giant、Merida和11家零組件廠商，透過取得外部資源並整合上述三項活動成立A-Team，要求上下游廠商透過協同管理、協同研發及協同行銷完成相關活動。進一步將上述活動轉換成差異化，朝建立一多角化及高價值的自行車研發中心努力。A-Team在同一產業建立一協同研發組織，利用零組件廠商的知識及能力，透過少數供應商形成之封閉交易，培養持續之互動關係，以發展出差異化的競爭優勢。上述know-now難以為競爭者所模仿，A-Team持續致力於研發，並與外國廠商合作，參加國際展覽，贊助國際自行車隊，以行銷臺灣自行車的形象及品牌，在國外市場留下良好的形象。

Toyota Production System (TPS), Total Quality Management (TQM), and Total Productive Maintenance, (TPM) focus on workplace improvement to eliminate waste, control quality, or reduce cost, but lack of positive methods for value creation. TPS、Initially, under suitable internal and external environments, Giant, Merida and eleven component firms set up the A-Team, it coordinates the three activities above and obtains external resources, thus calling on upstream and downstream firms through collaborative management, collaborative R & D, and collaborative marketing. They then convert these activities into differentiation, heading for the establishment of a diversified and high-value bicycle R & D centre. Since the A-Team establishes one collaborative R & D organization among the same industry and component firms, it can take advantage of the components’ knowledge and capability, developing a differentiated competitive edge via the few suppliers' closed transactions, and cultivate long-standing interactive relationships. This know-now will be difficult for competitors to imitate. The A-Team's continuous efforts into R & D, cooperation with foreign firms, participation in international exhibitions, and sponsorship of international bicycle teams promote the image of Taiwan's bicycles and brands, leaving a good impression on foreign markets.

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