台灣的ICT產業蓬勃發展，在全球的供應鏈中扮演舉足輕重的角色。從半導體，關鍵零組件，軟硬體設備與服務…等等，無不影響整個產業的發展。個案公司同時擁有代工(OEM/ODM)與品牌的發展，深厚的研發技術深受代工客戶信賴，也透過代工吸取客戶的品牌經驗，一切看似順利發展。然而在個案公司品牌發展突飛猛進的時後，陸續接到來自不同客戶的壓力，即將轉單給其他代工廠或減少訂單。個案公司必須在最短時間內正面面對品牌與代工的重大抉擇。
2008年終於代工與品牌正式分家，個案公司繼續品牌的發展，代工部份另起爐灶成立X公司，兄弟爬山各自努力，攀登高峰。 然而分家後的個案公司，各部門各單位除了忙著調整組織重整後的步伐，也要調適與X公司合作方式的轉變，以及建立新加入代工廠的合作模式。產品資料部在這段時間必須挑戰以一半的人力，跨兩岸的組織及時、完整、正確的達成所有任務。
當一切都慢慢步上正軌之際，卻傳來公司成立以來的首次季度虧損的消息，面對歷史新高的庫存水平，公司內部進行一連串的檢討與流程改善。其中之一，公司高層們希望可以讓客人提早下單，增加訂單能見度，所以資材中心找來幾個相關部門討論，藉由流程改善減少備料的不確定性。但改變的流程實際上是否真的增加了訂單能見度或是減少了備料的不確定性?
希望藉著本研究可以讓企業在變革的轉變歷程中，讓部門檢視、改造自身組織時，也同時檢視組織成員的特性與能力並善用之，產生部門氛圍與動力的正循環。以及應用Michael Hammer 的流程與企業成熟度模型(Process and Enterprise Maturity Model，PEMM)在改革過程中諸多的流程改善能有客觀的評估，達到真正的改善，而不是盲目的改變。

Taiwan's ICT industry is flourishing, play an important role in the global supply chain from semiconductors, key components, hardware and software equipment and services ... etc., all affect the development of the whole industry development. Case company also has OEM (OEM / ODM) and brand development, strong R & D ability own the OEM customer trust, and learn the customer's brand experience through the cooperation, everything seems smooth. However, when the rapid development of the company's brand, began to receive pressure from different customers, will soon turn to other OEM company or reduce orders. In most cases the case company must face the big choices in a short time with OEM or brand continue development.
Finally OEM and brand formal separation at 2008, the case company continues to brand development, established new Company X to continue the OEM/ODM business, brothers climbing respective efforts to climb the peak. However, after the separation of the case company, in addition to various units and departments are busy pace of adjustment after the reorganization, but also adapt changing the way companies collaborate with X Company, as well as establish new patterns of cooperation to new OEM/ODM vendors. Product Data Department at this time must challenge at half members and timely cross-strait organization, complete and correct fulfillment of all tasks.
When the occasion everything gradually on track, but the news came first quarterly loss since the company was founded, face of record high inventory levels, a series of internal company review and process improvement happened. One of the company executives who want to be able to force guests to put early orders to increased visibility of orders, so the materials center got several related departments to discuss, process improvement by reducing the uncertainty of preparation. But the process of change is actually increased the visibility of orders or reduced preparation uncertainty?
Hope that through this research could allow enterprises to change the course of the transition, not only departments view the transformation of their own tissue, but also view the features and capabilities of the members of the organization and leverage, generate positive and dynamic atmosphere circulation department. And use Michael Hammer’s application: Processes and Enterprise Maturity Model (PEMM) in the reform process can have a lot of process improvement objective assessment, to achieve real improvements, rather than blindly change.

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