台灣地區資訊科技廠商在製造業具有相當的國際競爭力,這些廠商的營業額大多為OEM/ODM。除了OEM/ODM的業務量外,有許多廠商也兼具自有品牌的業務。本文以作者主觀經驗與相關從業人員訪談加上文獻探討,嘗試從組織分工的角度分析OEM/ODM/OBM並存於一個公司的各種議題。本研究認為企業主容忍OEM/ODM/OBM並存的代價或組織糾葛的痛苦不會勝過企業整體的利益。若要徹底切割這個痛苦,業主只有將兩者切開。
Information industry in Taiwan exhibits its competitive edge in globalmanufacturing share but mainly in OEM/ODM.Few companies also have their ownbrand business.We provide our observation and enumerate issues of coexistence ofOEM,ODM and OBM.We feel that the board of directors will suffer the conflict ofhaving both brand and OEM activities with compensation from the operationalcontribution.To avoid this ordeal,the company must separate the two operations.