資產專屬性對於代工廠商營運成效關聯性影響-以代工業務與自有品牌比較

Asset Specificity’s Impact on OEM Manufacturers’ Operation Performance – A Comparison between OEM and Self-brand Operations

張鈞凱(Chang Chun Kai)

指導教授 ： 鄭祥麟

國立中正大學/管理學院/企業管理學系/碩士(2013年)

摘要

台灣的代工廠商，面對國外客戶規模上的優勢，為了爭取訂單與合作關係，通常是先為客戶投資專屬性資產，而早期國內企業多屬於中小型規模，難以整合價值鏈的上游供應商以及下游顧客，來增加客戶的依賴性與自身競爭優勢，更無法預先獲得國外客戶長期的訂單承諾與預測未來獲利情形。
面對投入專屬性資產的過程，對代工廠商而言，交易成本會不斷增加，營運風險也會變高，但相對的，一旦與客戶端建立合作關係，對客戶而言交易成本，訂單的轉移成本亦會變高，反而會益加倚賴代工廠，代工廠商也能藉此建立自己的競爭優勢，無論是強化客戶夥伴關係、降低關係不確定性、減少交易環境複雜度、學習客戶的生產技術，甚至是發展自有品牌，皆能對營運成效產生正向影響並且改變雙方的統治關係；理性的看待專屬投資，在無法改變過去的決策情況下，應將其視為能否透過其他方式改變，使其能成為企業的可用資源。
台灣廠商透過長期的代工實力累積，除了往生產鏈上游整合之外，更有能力將觸角伸往建立自有品牌的營運，也是企業未來發展的一大重要策略，因此原本屬於代工業務的客戶專屬性資源，對於自有品牌的業務關聯性影響程度多寡，期望能在此做一探討比較，為本論文之主要研究動機。
本研究透過國、內外文獻探討整理，並利用個案訪談研究，來瞭解代工廠商投資專屬資產時，與自有品牌業務之間的成效關聯性影響，進而歸納出OEM及ODM代工廠商為客戶做專屬投資時，其對發展自有品牌業務的影響，以及OBM廠商在維持代工業務與發展自有品牌時的營運決策，期望能透過本研究的彙整，提供企業可參考的實務經驗，來輔助決策參考。

關鍵字

資源依賴 ； 統治關係 ； 資產專屬性 ； 代工業務 ； 自有品牌

並列摘要

Facing larger international clients, Taiwan’s OEM manufacturers usually have to invest in specific assets for these clients first in order to obtain orders and build a cooperative relationship. However in early days, most companies in Taiwan were small and medium enterprises. The small size of these companies has made it hard for them to integrate the suppliers and customers in the value chain and therefore causing them great difficulties in increasing clients’ dependency and furthering their competitive advantages. Furthermore they cannot obtain long-term commitment from foreign clients and predict future profits.
Investment in specific assets is an increase of cost and operational risk for OEM manufacturers. On the other hand, once a manufacturer has built a cooperative relationship with a client, a client will face higher trade cost as well as operational cost for switching to another manufacturer. This will make a client depend on the manufacturer more and allows OEM manufacturers to build their competitive advantages. With clients committed to a long-term cooperative relationship, manufacturers will be able to further enhance client-manufacturer relationships, lower uncertainly with clients, simplify the trade environment, and even build their own brand, benefiting a manufacturer’s operative results and change mutual relations of government mechanism. Manufacturers should treat investment in specific assets rationally. Since the past decisions cannot be changed, manufacturers should contemplate and to seek ways to turn specific assets for clients into useful resources for the companies themselves.
Taiwan’s OEM manufacturers have years of experience in contract manufacturing. These companies enjoy the integration of upper stream of the supply chain and are certainly capable of building their own brand, which is a major strategy for any corporation’s future development. This paper aims to explore the impact of a manufacturer’s specific assets invested for clients on the operation on their own brands.
This study, through analyzing literature from abroad and Taiwan and case studies, attempts to understand how OEM and ODM manufacturers’ investment in specific assets affects their results and progress in building their own brand. This study also explores how OBM manufacturers make decisions while engaged in contract manufacturing and building their own brand. This author hopes that this study and its findings will serve as reference in decision making for companies in real-life business.

並列關鍵字

asset specificity ； OEM manufacturing ； self-brand ； OBM ； ODM ； OEM ； government mechanism ； resource dependency

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