我國自進入WTO後，國際化的潮流勢不可擋，企業為了因應全球經濟共同體的趨勢與面對台灣產業環境的驟變，必須慎思其在全球競爭壓力中如何保有競爭優勢，顯然國際化已為台灣企業提高其全球競爭力，競逐在世界舞台的第一步。為降低成本,提高營業績效，應朝全球運籌之經營模式運作。全球運籌之經營運作模式可採用之方式很多，舉凡供應鏈管理、海外設廠…等皆為可行方案.
自1987 年開放台灣人民赴大陸探親以來，海峽兩岸間的交流與互動日漸頻繁，而由於中國大陸為深具潛力的開發中市場，同時又具備低廉勞力與豐富資源等諸多特性，在同文同種的先天優勢考量下，吸引台灣企業大舉西進投資及設廠，故現今中國大陸已成為台灣對外投資的首要區域。
另外,在海外設廠之前，要先規劃清楚所設的新廠定位何在?若初期只是試探性的投資,則以境外型工廠為佳，不宜投入過多資產，否則不但資金無法回收，同時有可能拖垮企業母體。母公司可待子公司已站穩腳步，或發覺有更大利基時，再投入更多資源使其逐漸轉型為資源型工廠、前線型工廠、貢獻型工廠最終成為領導型工廠。
本論文旨在研究企業設置新廠時，應考慮哪些工廠位置因素，以作為新廠設置時決策之依據，也透過新廠的設置以取得相對較低成本，以提高企業持續性的競爭優勢。根據學者研究，工廠位置因素通常應考慮因素有：成本因素，基礎建設，商業服務，勞工因素，政府因素，顧客與市場，供應商與資源，競爭者等因素。以上因素若以品質及數量變數加以分析，可以發現勞工、基礎建設、政府因素影響較顯著。若再加上環境因素如工廠規模，產業類別加以檢驗，我們可以發現強調勞工，供應商因素的企業較喜歡在台灣設廠；相反的，強調顧客與市場的企業較喜歡在大陸設廠。
本研究針對上述議題加以分析與探討，最後並提出相關之研究建議與未來發展方向。

The era of globalization and knowledge-economy has become the trend of the world. The enterprise faces such environment must consider the way how to maintain the competitive advantage. The way of the competitive advantage can adopt global logistics which transfer some department to relative advantage country in order to improve it’s productivity.
In1987, the Government released the law about restricting people to contact between Taiwan and China, and the trade between Taiwan and China became more and more important. With the trend of economic community in globalization and the industrial environment that changed in Taiwan, the Taiwanese firms should think more about how to keep advantages in global competition. Internationalization is the best choice that can help Taiwanese firms promote their competitive position in the world. China is a developing market and having a lot advantages, such as rich resources and cheaper labors. In a word, China has become the major location of Taiwanese firm’s foreign direct investment.
Before setting up a plant,the enterprise needs to know why they try to do that? First, if they just do a trial investment, build an offshore factory is enough. Otherwise, the enterprise not only loss the capital and then will hurt the assets of headcompany. Until the branch is operated steadily; or finding another nich. Enterprise could invest more resource and change the invested way to other type such as resource plant model, contribution plant model, front plant model or leadership plant model.
The purpose of this thesis is to study if the enterprise builds new plant should consider which relative plant location. These factors provide a building new plant decision-making and investment referential framework. In other word, through this way the enterprise acquired the lowest cost and improved the sustainable competitive advantage. According to scholar’s research, the factor of plant location includes: cost, infrastructure, business service, labor, government, customer/market, supplier / source, competitor. If we analyze quantity and quality in these factor that discover some signification such as the labor, infrastructure, government. From the environmental factor aspect (such as plant size, industry), the enterprise emphasize labor, supplier’s factor that will set up plant in Taiwan; Otherwise, the enterprise will set up plant in China when it enhances the customer and market.
Finally, we give some conculsion and suggestion.

論文提要 i
摘 要 ii
誌謝詞 v
第一章 緒 論 1
第一節、研究背景與動機 1
第二節、研究目的 1
第三節、研究步驟與流程 2
第二章、文獻探討 4
第一節、全球運籌(GL)之理論與相關文獻 4
第二節、海外工廠之角色定位與發展戰略 15
第三節、工廠位置因素相關文獻 23
第三章、個案產業探討 28
第一節、產業介紹 28
第二節、個案公司簡介 40
第三節、供應商及大陸設廠狀況 45
第四章、研究方法 47
第一節、研究架構與假設 47
第二節、研究對象與問卷設計 51
第三節、資料分析方法 56
第四節、問卷之信度與效度 57
第五章、統計分析與討論 58
第一節、回收樣本的基本資料 58
第二節、研究樣本之基本分析 58
第三節、研究假設檢定結果 68
第六章、研究結論與建議 72
第一節、研究結論 72
第二節、研究限制 76
第三節、研究發現與討論 77
第四節、未來研究建議 78
表 目 錄
表2-1 國內學者對運籌的定義 5
表2-2 國外學者對運籌的定義 6
表2-3 各國運籌管理協會對運籌的定義 6
表2-4 全球運籌管理服務範圍 10
表2-5 工廠位置模式的分類 23
表3-1運輸工具之理想運距 28
表3-2台灣機車分類 29
表3-3日本機車分類 29
表3-4全世界機車分類 30
表3-5光陽公司主要機車產品及市場分佈 43
表4-1 工廠位置變數衡量表 48
表4-2 假設的理論解釋 49
表5-1 本研究變數描述性統計分析表 59
表5-2 資本額基本特徵分析表 60
表5-3 公司員工人數基本特徵分析表 60
表5-4 產業別基本特徵分析表 61
表5-5 公司型態基本特徵分析表 61
表5-6 營業額基本特徵分析表 62
表5-7 成立年數基本特徵分析表 62
表5-8 成本因素之主成份分析 63
表5-9 基礎建設之主成份分析 63
表5-10 商業服務之主成份分析 64
表5-11 勞工之主成份分析 64
表5-12 政府之主成份分析 65
表5-13 顧客與市場之主成份分析 65
表5-14 供應商之主成份分析 65
表5-15 競爭者主成份分析 66
表5-16 地理位置因素信度分析 66
表5-17 位置因素平均分數的差異性 68
表5-18 邏輯斯迴歸分析結果 70
表6-1 本研究之結果分析 72

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