並聯研發與競爭優勢：台灣自行車產業的個案研究

Parallel-Connecting New Product Development Process and Competitive Advantage: A Case Study of Bicycle Industry in Taiwan

張永佶(Yung-Chi Chang) ； 蔡敦浩(Stephen D.H Tsai) ； 林文玲(Wen-Ling Lin) ； 陳可杰(Ko-Chieh Chen)

《管理評論》 25卷4期 (2006/10) Pp. 97-129

https://doi.org/10.6656/MR.2006.25.4.CHI.97

摘要

人類消費的最終產品通常是由眾多零件組合而成，所以零件的研發整合問題當有其重要性。雖然Sanchez and Mahoney (1996)曾將以往的零件研發整合方式整理成“傳統型”、“重疊型”、“模組式”三種模式，但可惜都隱涵“系統製造廠商應該主導零件廠服務其顧客”的“串聯型”組織互動關係假設，這對台灣自行車產業以中小企業為研發主體，以OEM為主要國際貿易型態的現實狀況而言，是有直接適用上的問題。經過田野訪談之後，本研究發現，台灣自行車產業新產品研發的組織互動過程是一種“並聯型”的組織互動關係。因為全球自行車產業具有國際介面標準，以及OEM買家的主導力量，所以整個過程不是由台灣成車廠總攬所有研發工作，由台灣成車廠主導所屬零件廠研發創新自行車給OEM買家的“串聯型”互動關係；而是成車廠、零件廠同步跟OEM買家互動，共同協助OEM買家研發新自行車的一種“並聯型新產品開發模式”。在此模式中，台灣成廠與零件廠的角色行為都已產生變化，有別於以往產品系統製造商主導零件廠的角色關係。本文不僅描述此一模式的運作過程與競爭優勢，同時也討論台灣成車廠與零件廠在角色行為變化後的發展策略意涵。

關鍵字

自行車 ； 中小企業 ； 新產品開發 ； 模組化設計 ； 個案研究

並列摘要

A final product is always composed of many component s so the integration of the development process of related components is very important. Al though Sanchez and Mahoney (1996) had identified three alternative approaches of component development process yet there is a ”vertical-connecting” assumption under these three approaches, which mean ”that the assemblers should lead their component suppliers to serve their customers”. In our research we have found that this assumption may be not right for the bicycle industry in Taiwan which is dominated by many small and medium sized enterprises (SMEs). We have found a ”parallel-connecting” relationship in the organizing process of the new product development process of bicycle industry in Taiwan. Because of the international inter face standards in the global bicycle industry and the dominating power of OEM buyers, the organizing process of the new product development process of bicycle industry in Taiwan do not obey the ”vertical-connecting” assumption. Many assemblers and the component suppliers in the bicycle industry in Taiwan get their interaction with foreign OEM buyers simultaneously and offer R&D services to them in a parallel connecting style. We call such a process a「parallel-connecting new product development process」. In this kind of process the role behaviors of assemblers and component suppliers have been transformed remarkably. In addition to the descript ion of the R & D interact ions among the OEM buyers, assemblers and component suppliers, we al so discuss the competitive advantage of such a new product development process to the bicycle industry in Taiwan and the strategic implication of the assembler s and component suppliers in Taiwan.

並列關鍵字

Bicycle ； Small and Medium Sized Enterprises ； New Product Development ； Modular Product Design ； Case Study

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