生技產業新產品開發專案組合評選方法之探討

成功的產品創新端賴有效的組合管理。產品研發專案組合管理是有關公司投資在市場、產品以及技術的策略選擇；也是公司如何善用稀有資源的資源分派方法。產品組合更貼切的說法是如何集中資源於專案的選擇，使得在有限的資源下可以執行最多的專案，達成公司最大獲利目標。生物科技產業是我國八大重點科技之一，由於現行生技產業中個別企業規模都不大，且大多數將有限的資源投入產品的研發，如何慎選產品研發專案的組合，攸關企業生存與長期發展；然而，目前大部分生技產業的研發專案都由決策者決定產品的方向，鮮少經由縝密的評審程序而形成正確的專案組合，以致喪失許多潛在的利益。本研究應用限制理論的五個專注步驟，著眼於限制資源的最佳利用及最大預期獲利，建立一套以關鍵資源爲基礎的專案組合評選方法，並以生物晶片產業來驗證TOC專案組合決策模式與傳統組合決策模式的差異及優劣。個案公司研發產品組合的探討結果顯示，本研究之評選方法在總獲利淨現值及單位成本對NPV的貢獻度上優於傳統的評選方法。

關鍵字

專案組合選擇；新產品開發；限制理論；生物科技產業

並列摘要

Project portfolio selection is a regular activity of decision making, which has to consist with the strategic objectives and consider the available resources of organization. Most existing decision tools in the project portfolio selection use quantifiable indices or mathematic models to analyze the benefit of project execution and thus determine what kind of research project is the best model of benefit contribution. However, the constraint and conflict between resources are less considered in the determination. Therefore, a successful project portfolio selection is always affected by the resources availability. In order to improve the utilization of the constrained resources and maximize the expected profits, this study applies the five focusing steps proposed in Theory of Constraints (TOC) to build a Constraint-Based evaluating method of project portfolio selection. Next, we give a case study on bio-chip industry to differentiate the decision model of the constraint-based project portfolio from that of the traditional portfolio and to discuss the superiority and inferiority of both.

並列關鍵字

Project Portfolio Selection ； New Product Development ； Theory of Constraints ； Biotechnological Industry

參考文獻

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