自有品牌企業跨足代工生產模式之可行性探討-以S光電材料公司為例

The Study of Feasibility from OBM to OEM Production Model-A Case Study of S Optical Materials Company

秦成祺(CHEN-CHI CHIN)

指導教授 ： 王如鈺

中原大學/商學院/企業管理研究所/碩士(2016年)

https://doi.org/10.6840/cycu201600310

摘要

摘要
製造業品牌商，尤其B2B企業，意欲跨足進入代工市場，但面對以往代工廠商發展自有品牌之衝突問題，兩者是否仍能並存發展？本研究以合作之正向觀點及負向之風險觀點，探討自有品牌企業跨足代工生產模式之可行性決策，提供個案公司等相關企業進入代工市場之決策參考。
本研究依據文獻探討歸納整理及個案公司訪談結果分析，有如下之研究結論:
一、個案公司原本即為自有品牌企業，與電子資訊業由代工生產發展自有品牌，在程序上是反向進行的，唯不同於專業代工廠發展自有品牌之高衝突性，會發生競爭衝突之情形輕微。
二、自有品牌企業跨足代工生產，可以並存發展。但須注意代工完全取代自有品牌之交易風險考量，不應該完全放棄自有品牌。
三、當代工生產持續擴張，個案公司擴增產線，專屬性資產投資之比重將增加，擴增速度過快，若發生交易合作失敗，將蒙受重大之損失，建議個案公司應審慎評估。
四、個案公司產業特性，專屬資產成分低、資源共用成分高，對於交易成本較為有利，應發展進入策略聯盟決策模式之夥伴關係。
五、資源依賴決策模式，除互相連結以獲取所需資源，建立資源之互賴關係有助於雙方的關係發展，但須基於穩定對等原則。
六、專屬陷入成本之代工模式決策，若改善成效顯著，並以專屬資產投資來展現承諾時，會使自身之專屬投資獲得保障，將加強雙方合作之依存關係。
七、資訊搜尋成本、道德危機成本及知識外溢之風險觀點決策，適當完善之防弊措施與治理機制，並遵守契約之規範與義務，不能單純由利益考量，須審慎面對。
依此模式強化合作之正向觀點，並有效控制負向風險觀點因素，將代工之衝突及交易成本等風險降至最低，據此自有品牌企業跨足代工生產模式之決策，提供個案公司及相關企業參考依據。

關鍵字

代工生產 ； 交易成本 ； 策略聯盟 ； 資源依賴 ； 知識外溢 ； 道德危機成本 ； 專屬陷入成本

並列摘要

Abstract
When an original brand manufacturer in the manufacturing industry, which is, in particular, taking the form of Business to Business (B2B), intends to branch out into original equipment manufacturing (OEM) business, whether or not the original brand manufacturing (OBM) and the OEM could develop coordinately is concerned. This research discussed the feasibility of decision-making for the issue from aspects of positive viewpoint, cooperation, and negative viewpoint, risks, which could be a reference for decision-making for the company as the case study and other relevant industries.

The research results are based on literature reviews and analysis of interviews from the company for case study shown as the followings:

The company as the case study has been engaged in OBM business while being an initiate into OEM business and its developing process is in reverse direction comparing to the electronics information industry, which experiences high conflicts between OBM and OEM; on the contrary, the case study may experience lower competition conflicts.

For companies with OBM business entering into OEM, OBM and OEM could develop coordinately. However, the transaction exposure from which OBM is totally replaced by OEM should be concerned, and OBM should not be given up.

When OEM business expands, the case study increases its production line and the ration of specific assets investment increases. When the expansion is excessively fast, if the cooperation fails, the case study will suffer from a great loss; therefore, a careful assessment is suggested.

The case study has the industry attribution of low specific asset and high resource sharing, which benefits the transaction costs so the decision mode to form a partner relationship of strategic alliance is suggested.

The decision mode of resource dependence not only connects with each other to obtain required resources but also establishes resource dependence, which benefits bilateral relationship development, on the basis of stable principle of reciprocity.

If the OEM decision mode of asset-specificity costs improves with significant effect, and shows promise with specific assets investment, the specific investment of the case study can be guaranteed, which intensifies the dependences of bilateral cooperation.

Risks include information searching costs, moral hazard costs and knowledge spillovers, proper and complete anti-fraud measures and governance mechanism, and the norm and obligation of contracts should be carefully concerned, and profit should not be the only concern.

The decision- making mode for companies with OBM entering into OEM is based on the positive viewpoint, cooperation, and effective control over risks, the negative viewpoint, to reduce conflicts from OEM and risks such as transaction costs, which can be a reference for the case study and other relevant industries.

並列關鍵字

Original Equipment Manufacturing (OEM) ； Transaction Costs ； Strategic Alliance ； Resource Dependence ； Knowledge Spillovers ； Moral Hazard Costs ； Asset- Specificity Costs(Hold-Up Costs)

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