台灣自行車產業的發展及其國際競爭力之構築	
-以A-Team為中心-

台灣自行車產業發展至今已有30幾年，1980年代台灣更成為全世界最大自行車輸出國。1990因中國崛起等因素台灣自行車產業曾經面臨幾乎全部外移的絕境，然而由於成立自行車產業「A-Team」，透過競合策略的實踐，將原本屬於競爭對手的廠商結盟，化危機為轉機。不但根留台灣、擴大投資，也因導入豐田式管理終在營收、品質等方面大幅成長，轉而提高台灣自行車產業的國際競爭力。另一方面也成功塑造台灣成為研發高級自行車的生產基地，不僅建立國內企業良好之典範，更成為不少產業爭相仿效之對象。雖然A-Team已達成台灣自行車產業的復興，且於2016年解散，但捷安特的執行長羅祥安持續接任TBA(中華民國自行車協會)主席的工作，使台灣自行車行業的品牌力量持續擴大中。本研究透過「資源理論」、「豐田生產管理」、「產業聚落」等文獻，探討A-Team的形成及群聚網絡的概念，並藉由訪談三間A-Team成員企業，分析導入豐田式管理後之成效，進而鞏固台灣自行車產業在國際間的地位。本研究透過三個命題發現，透過A-Team的實際運作下，台灣成車廠及零組件廠緊密結合，建立雙方合作的信賴關係。另外，藉由導入豐田式管理，成功提高生產效率、消除浪費、縮短交貨前置時間等效果，從而大幅提升台灣在製造中高產品的國際競爭力。再者，未來將是邁入AI產業時代，如要落實推動工業4.0，就須要先有智慧機械，智慧製造不只是智慧機械可靠度與精準度的提升，管理上也要做到精實管理，才能做到智慧製造，如何將豐田式生產管理應用於雲端大數據，再次創造顧客價值，是今後必須面臨的課題。

關鍵字

A-Team ；產業聚落；豐田生產管理；工業4.0

並列摘要

The bicycle industry of Taiwan has 30 years of history already; Taiwan has become the world’s biggest bicycle exporting country in 1980. But because of the rise of China and some other reasons, Taiwan’s bicycle industry once facing a desperate situation of offshore migration in 1990. But because the establish of the bicycle industry “A-Team” through the execution of competition strategy, ally with the competitor vendor, turn crisis into a chance. Not only staying in Taiwan, expand their investment, but because the use of Toyota Production System, it increase the international competitiveness of Taiwan’s bicycle industry. On the other hand, it also shaped Taiwan into the production base of developing advanced bicycle, not only become the model of domestic enterprises, but also become the imitation object of other many industries. This research use literature like “Resource theory”, “Toyota Production System” and “Industry Clusters” to discuss the form of A-Team and the concept of cluster network, and by interviewing three A-Team member companies, we can analyze the effect of Toyota management, and then stable the status of Taiwan bicycle industry in the international area. Through these three propositions we found that through actual operation of A-Team, Taiwan bicycle assembly factory combine with their component factory to build a trust relationship between both. Also, by using the Toyota management, we successfully increase the production efficiency, eliminate the waste, decrease the lead time before delivery, and thereby greatly increase the international competitiveness of making advanced product of Taiwan. Also, the future is leaning toward an AI industry era, if we are going to implement the promotion of industry4.0, we need to have intelligent machinery first, intelligent production is not only increasing the reliability of intelligent machinery and precision, but also the intensive manage on management, therefore we can achieve intelligent production. How to apply Toyota Production System to big data cloud, and create customer value again, this is the problem we need to face in the future.