企業變革與創新之研究：以德立斯科技為例

台灣早期的經濟發展模式非一蹴可幾，1949年中央政府從大陸播遷來台，基礎建設百廢待興，有賴當時的主政者，先從農業奠定了經濟的根基，六零年代以農業扶植工業，台灣從此邁入勞力密集產業，八零年代起開始接受歐美國家外包訂單與代工業務，又成功地轉型，朝向資訊電子業發展，帶動了台灣的經濟發展。台灣密集產業以代工產業為主（OEM），雖然毛利不高，但憑藉著的大量的訂單，獲利也不惡，九零年代起因台幣升值、土地、工資大幅成長，已無法和其他開發中國家競爭，此時的對岸大陸不但具備土地、工資的低廉優勢，語言、文化、地理位置相近的優點，再加上龐大市場的潛力及需求，所以2000年後成為台商在海外建立生產基地及全球布局的基地。 2010年起，台灣製造業海外生產已超越五成以上，可見台灣產業外移問題的嚴重。面對長期產業外移的情況，政府積極爭取台商回台投資，台商欲回台投資時，才發現台灣面臨了「五缺」的困境，也就是缺電、缺水、缺地、缺工、缺人才等五大問題。本次研究的個案是成立於1975年德立斯科技股份有限公司，已有45年的歷史，主要經營汽車電子零配件，行銷世界60餘國。由以上的分析，台灣產業已邁入了發展的瓶頸，加上亞洲小龍不斷地逼近、大陸跳躍性的倍數成長，已讓台灣陷入困境：本論文的分析就是德立斯公司如何從小規模的製造業，突破重重的難關，帶動企業轉型，成為中小企業的典範。從德立斯公司的實際營運中，將以個案背景與時事分析等工具，找出解決的方案。問題的分類以多年經營累積的心得隱喻作為概念架構，即用空氣等於資金、水等於產品、陽光等於管理的概念，讓大家明瞭這三個要素優先順序與重點。資金的充裕與否，是決定企業存亡的第一關鍵，後續才能有機會論及產品規劃及強化管理的效率。現今消費市場已非寡占，其需求變化與科技的進步是極為快速，若一般企業只靠單項產品想持續獲利，風險是相當高的，因此如何以聚焦式多角化組織的觀念，保有專業又能增加產品項目及投資組合，將是一門學問。基於企業隨時因應時勢而不斷的進行調整營運方式，公司成員也必須跟著企業腳步成為學習型組織，不斷的充實與調整。依據上述的說明，要適應市場趨勢的消長，在上一波商品銷售未衰退之前，就必須要隨時準備下一波商品，這可以呼應『第二曲線』、『雙軌轉型』的原理持續的接替與疊加的進行規劃，並提出對應的『創新策略』做準備。

關鍵字

學習型組織；聚焦式多角化組織；第二曲線；雙軌轉型；創新策略

並列摘要

Taiwan’s early economic development model was not an overnight success. When the government retreated from the mainland to Taiwan in 1949, all industrial infrastructure was basically destroyed. Under the policy of the ruling party at the time, agriculture laid the foundation for the economy to develop. In the 1960s, agriculture served as the support for industry. From then on, Taiwan has gradually entered a labor-intensive industry. Since 1980, it provided many outsourcing orders and foundry services for the countries in America and Europe. Taiwan has thus successfully transformed to the development of the information technology and electronics industry, which enable Taiwan's economic to take off drastically! Taiwan’s industries are dominated by OEMs. Although the gross margin is not high, the large number of orders accumulated for substantial profits. In the 1990s, the appreciation of Taiwan dollar, compounded with escalating land cost and wages resulting predicaments to compete with other developing countries. Mainland China across the Strait not only has the advantages of low land cost and wages, similar language, culture, and geographical location, but also possesses a potential huge market. After 2000, it became a base for Taiwan businessmen to establish overseas production and global layouts. Since 2010, the overseas production of Taiwan's manufacturing industry exceeds 50%, which demonstrates the severe problem of Taiwan's industrial relocation outside the island. Facing the continued industries relocation, the government actively pursued Taiwan businessmen to invest in Taiwan. While Taiwan businessmen would consider reinvesting in Taiwan, they discovered that Taiwan was facing the dilemma of the "five shortages", that is: lack of power, water, sufficient land, manpower and shortage of talents. The main case of this study is Trisco which was established in 1975 with a history of 45 years. It manufactures automotive electronic parts and exports to more than 60 countries around the world. From the above analysis, Taiwan’s industry has encountered the bottleneck of development, the “Asian Tigers” continue to pose challenges and the mainland’s leaping growth has put Taiwan in a predicament. How does Trisco which starts as small-scale manufacturing industry, overcomes numerous challenges, enterprise transformation, and become a model for small and medium-sized enterprises. Base on the actual operating process of Trisco, each case was analyzed with individual issues combined with the current affairs which would lead to find the solution. The problems were identified using the established experiences as the framework. The concept of AIR equals funds, WATER equals products and SUNLIGHT equals management will make everyone understand the priorities and key points of these three elements. Sufficient fund is the key factor to the survival of an enterprise, and only then can there be opportunities to discuss product planning and strengthen the efficiency of management. Changes of market demand and technological innovation are extremely rapid, unless it is an oligopoly market, if the general enterprise only relies on a product to continue to make profits, the risk is quite high. Therefore, it is important to learn to use the concept of focused diversified organization to maintain the core professionalism and also be able to enhance product projects and investment portfolios. Based on the company's continuous operational changes in response to the current situation at any time, company members must also follow in the footsteps of the company to become a learning organization, continue to adjust and thrive. To summarize the analysis described above, in order to adapt to the ebb and flow of market trends, before the last wave of merchandise decline, you must always prepare for the next wave of merchandise. This can echo the dual-track transformation and the principle of continuous succession and superposition of the second curve for planning, then be prepared to respond with updated innovation strategy.