高科技纖維產品應用廠商外包規則類型的關鍵成功因素探討

Exploring Critical Successful Factors for Outsourcing in the Films of High-tech Fiber

陳明聰(Ming-Tsong Chen)

指導教授 ： 劉順仁

國立臺灣大學/管理學院/會計與管理決策組/碩士(2011年)

https://doi.org/10.6342/NTU.2011.10621

摘要

根據文獻回顧及產業實際面的經驗觀察之結果，多數的文獻在探討外包的成功關鍵因素，但鮮少研究外包類型策略型態會影響其成功關鍵因素。再者，從紡織產業中，選擇高科技纖維製品產業較相對電子業與資訊業擁有特殊背景，且此產業在未來屬於具高成長性的產業。故本研究提出在高科技纖維製品的產業中之採取「外包型式」與「外包的成功關鍵因素」此二個因素作為本研究的探討主軸。外包變數又分為外包的動機與目的、外包的形式二構面；其中，關鍵成功因素又分為高階主管支持、雙向密集溝通協調、選擇對的承包商、保護措施、動機明確、策略性規劃、合作關係建立與外包。
從本研究實證發現，不同高科技纖維應用廠商之委外類型對委外的目的了解程度、了解外包商的組織與目的和符合公司願景與規劃具有顯著差異。其中，利益關係(合資)委外活動之類型，與上述三種關鍵成功因素，所獲得的分數最高，代表有密切的合作關係和具有某種程度上的合約關係(持股或合約關係)之委外廠商，越能確保外包的成功性。
再者，在需要技術/專業的活動中，承包商能夠有能力提出解決並了解目的，必免後續在產品面上的爭議(測試或認證)，故此為重要的關鍵因素之一；再者，利益關係(合資)類型中，有共同投資關係的委外活動中，在彼此的需求都具一定程度上了解，才能如此有效率的配合。故此理解需求並解決的成功關鍵因素是可以預期的。
其次，承包商的組織分工能夠詳盡提供委外廠商的解決方案，且能夠了解外包目的，表示能在從事外包活動中，可利用資源是有規模性的，故此為重要的關鍵因素之一；再者，利益關係(合資)類型中，彼此持股或合約關係，在組織的型態或互相合作的目標，都一定相較其他類型來的明確。從敘述統計得知，大部分的廠商為15年以上年資和50以上規模的人力，表示大組織的分工和資源都可讓外包廠商，從委外活動獲得較大的利益。
最後承包商的從事所有委外活動時，根據事務的種類重要性從事委外動作，故採用委外的類型，必將其資源運用在最有效的投資上。故從利益關係(合資)委外活動發現到，從事委外活動規劃時，勢必在此類型的委外活動，一定與願景有極度的高度關聯，且相較於低階活動外包行為時，願景與規劃並非顯得如此的重要。

關鍵字

高科技纖維製品 ； 外包類型策略 ； 成功關鍵因素

並列摘要

According to the literature review and the industrial experience, most literature researched the critical success factors analysis of the outsourcing. But there are not enough studies research the success factors analysis of the different types of the outsourcing. Furthermore, compare with the electronics industry, the background of high-tech fiber textile industry is special. In the future, high-tech fiber textile industry will grow up highly. This study researches the type of outsourcing and critical success factors in high-tech textile fiber products. The variables of the outsourcing include motive, goal, and the type of outsourcing. Critical success factors include the support from the director, two-way communication, the right contractor, protection policies, specific motive, the strategic plan, cooperative of the relationship, and outsourcing.
According to the experiment, the study found that the companies apply the high-tech fiber will appears different results due to the degree of the understanding of the outsourcing, knowing the organization and the motive of the outside contractors, and the vision and plan of the company. Further, interest relations of the outsourcing activity, joint venture, influenced the outsourcing most. In other words, having the close relationship and contract with the outsourcing company will raise the probability of the success.
In addition, with the high technical and professional requirement activities, contractors have to have the ability to propose and solve the problem and the goals. With the high techniques and professional knowledge can avoid the dispute about the products, testing and authentication. Hence, contractors should have the good problem solving ability. Besides, with the interest relations, joint venture, with the same outsourcing activity and knowing each other’s needs will cooperate well. As result, knowing the needs from each other is the one of critical success factors.
Second, outsourcing company can obtain the solutions from the contractors with their division of labor. Also, knowing the purpose of the outsourcing, contractor will know the resources is substantial. In addition, interest relation with the cross-holding or contract, the two parties will have the same goal to achieve. From the statistical data, most companies are established over 15 years and have over 50 employees. Hence, the division of labor and resource of big organization will help outsourcing contractor to gain more profit.
At last, contract will base on the importance of the outsourcing activities to execute their outsourcing activities. Therefore, company needs to apply the resources to the most worthwhile investment. From the interest relations of the outsourcing activities, when company plans the outsourcing activities, planners need to combine the goal of the company and the outsourcing activities. With the lower level of the outsourcing activities, it is less important to combine the vision and plan of the company.

並列關鍵字

High-tech fiber products ； Strategy of the outsourcing ； Critical success factors

參考文獻

3. Charles, W. L. Hill, & Gareth, R. Jones著，朱文儀，陳建男，黃豪陳譯，策略管理，7版，台北：華泰，(原文於1996年出版) ，2007年。

7. 林清安，纖維化學，台灣區絲織工業同業公會，民95年。

17. Aaker. D.A. Managing Assets and Skills: The Key to a Sustainable Competitive Advantage. California Management Review,1984. p91-106.

18. Ansoff I. H. Implanting Strategic Management. UK: Prentice Hall International LTD, 1984.

19. Arnold U. New Dimension of Outsourcing: a Combination of Transaction Cost Economics and the Core Competencies Concept. Marketing and Supply Management, 2000. p1-7.