企業在面對詭譎多變的時代及處於日趨競爭的環境中,有效的外包管理將可以協助企業減少資本支出,專注發展核心產品,厚植企業的競爭優勢,以面對未來的挑戰。 頻率元件產業屬較艱深的基礎科學,後續投入者經營不易。歐美日等國家起步早、基礎深厚,形成的極大的技術障礙與優勢,並不斷的研發高階頻率元件,企圖擺脫台灣業者的緊追不捨;加上大陸廠商的崛起,不斷的以低廉的製造成本,威脅台灣同業廠商的生存空間。台灣頻率元件廠商面臨如此險峻的競爭環境,或可借力使力運用同業廠商之優勢,也就是採用外包策略,實行外包管理,以在避免資本支出的情況下,擴大營運規模,並可分擔營運的風險,集中企業的資源於核心產品的發展以因應如此競爭環境。 本研究主要是以台灣地區頻率產業為研究對象,探討施行外包管理的關鍵成功因素,作為提供台灣頻率元件廠商實施外包管理之參考。 本文針對頻率元件產業廠商以郵寄問卷的方式收集資料,以因素分析法,萃取出六個特徵值大於一的關鍵成功因素。分別為: 1. 外包策略與外包產品的規劃 2. 企業內、外部關係協調與整合 3. 外包績效評估制度的建立 4. 外包風險的管理 5. 高階主管的能力與支持 6. 政府與公會的推動與整合 這六大因素是台灣頻率元件產業施行外包管理的關鍵成功因素。
When facing the constantly changing and highly competitive environment, businesses have to reduce the cost, concentrate on developing the core products, and strengthen the competitive advantages to face the future challenge by efficient management of Outsource. Frequency Components Industry is one of the abstruse basis science. It is not easy for follow-up companies to manage it. In Japan, America, and some other European countries, it started to be developed early and has got profound ground, which has been the great obstacle for other countries to develop techniques. The companies in those countries have been attempting to develop advanced frequency components and to keep their leading role. The companies in Mainland China with the cheaper cost threaten the same trade in Taiwan. The manufacturers in Taiwan face a tough competition. Perhaps with the help of other manufacturers’ strengths in the same field (that is, adopting the outsourcing management), companies can enlarge the business scale without increasing the capital cost, with sharing the responsibility for business risk, and gathering the resources on the core products to deal with such competitive circumstances. The main subjects in this study are the manufacturers of frequency components in Taiwan. The aim of this study is to provide the reference for the companies which intend to adopt the outsource business. To achieve the goal mentioned above, a postal questionnaire answered by the manufacturers of frequency components is conducted. With conducting the Factor Analysis, we can conclude the following six key factors: 1. Outsource Strategy and Outsourced product Planning. 2. the co-ordination and integrality of interior and exterior of a company 3. Outsource Performance Evaluation Building-up 4. Outsource Risk Management. 5. Top Managers’ abilities and supports. 6. Driving and Integration from the government and the association.
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