近年來面對全球運籌發展趨勢下，產業引發各種全球化與數位化之應用模式，國際各大公司要求其OEM供應商每年成本持續下降5~10%，而國內OEM供應商除了必須持續降低成本以鞏固原有的全球供應鏈的地位，尚須創新商務模式以擴大附加價值，並進入ODM以上的層次才有足夠發展的空間。以精密製造代工為核心之台灣廠商，雖有高品級技術，然資金取得及營運規模相對國外競爭者小，因此適合採策略聯盟等方式合作，集合資源發揮整合綜效，建立穩固供應鏈協同合作模式與營運平台，以取得有利位置與競爭優勢。
本研究將以個案研究方式，探討個案公司隨著產業的全球化與數位化之應用模式蓬勃發展，在2002年~2006年間搭配政府科技專案政策，以導入協同作業模式與建構資訊平台策略，推動產業擴張策略與供應鏈佈局，發展企業關鍵核心競爭優勢建立經營平台，以及企業該如何參與國際供應鏈競爭行列的重要關鍵。
透過本研究在文獻探討搜尋及研究個案公司相關計畫資料，包括産業分析、核心能力分析、供應鏈協同作業模式與數位化應用趨勢。採用學習歷史方法分析個案公司策略計劃歷程，歸納出個案公司在幾年積極推動創新服務模式，強化體系合作的作法。研究結果可提供企業在發展成長策略時，該如何與時俱進、跳脫公司組織藩籬以進入國際競爭行列，提供作法上的參考。

In respond to the trend of globalization and IT applications, the pressure by big international companies on cost reduction to OEM companies required a 3%-5% goal every year. What OEM companies need is to keep on with the goal fulfillment and to work on some innovation programs with their business model. They change business model from OEM to ODM to make them survive through challenges and gain profit margin. OEM companies in Taiwan are mostly smaller in many ways in contrast to foreign companies, although they are good at precision manufacturing as their core and manufacture high quality products. It is suitable for those companies to adopt a strategic alliance to integrate their competences to create synergies. This can build up a solid supply chain collaboration platform and new business model with a vantage position and competitive advantages.
GMTC, the case company, applied for industrial technology development projects sponsored by the Department of Industrial Technology (DoIT) of the Ministry of Economic Affairs (MOEA) as strategies to introduce their new collaborating-commerce business model around year 2002 to 2006. They invoked their strategies to integrate the supply chains for expansion through startup a new business model for partners to understand, communicate and improve the value chain to link to the global companies. The performances cause high impacts on collaborative effectiveness among value chain partners. This thesis, based on a case study of GMTC, is to analyze and find the key factors make strategies success and to demonstrate how.
Organizational learning - learning history is used in this study to analyze and research the strategies in order to find out what GMTC have done in the past. Implications for planning and moving a new business model or strategy on supply chain are discussed and future research suggestions are provided.

摘 要 I
ABSTRACT II
目 錄 IV
表目錄 VI
圖目錄 VII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 2
第三節 研究步驟與流程 3
第四節 研究範圍與限制 3
第二章 相關理論與文獻探討 5
第一節 供應鏈管理 5
第二節 協同作業 6
第三節 經營模式與競爭優勢 8
第三章 研究設計與方法 10
第一節 學習歷史 10
第二節 深入訪談法 15
第三節 研究方法 16
第四節 研究步驟 17
第五節 訪談對象與文件資料 18
第四章 個案研究探討與分析 27
第一節 個案公司的本業 27
第二節 產業發展趨勢分析 29
第三節 個案公司新經營模式探討 32
第五章 個案公司訪談結果 60
第一節 進入國際供應鏈 60
第二節 供應鏈體系電子化推動 69
第三節 協同設計示範性資訊應用計劃推動 79
第四節 訪談者認知的關鍵因素 96
第六章 結論與建議 101
第一節 結論 101
第二節 建議 104
參考文獻 105
第二節 中文部份 105
第三節 英文部份 105
附錄 108
第一節 B2B計畫效益 108
第二節 協同計畫效益 111

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