傳統製造業OEM/ODM模式利潤微薄且日益低落，OEM/ODM製造業為了持續獲利常用策略有兩種。第一是以規模經濟與範疇經濟不斷的追求更大的營收但毛利率卻是非常低，此類型企業在市場上若無法做到領域前五名基本上要獲利的機會甚低。第二則跳脫傳統純代工模式轉為創立自有品牌與代工的混合經營模式，此類型的企業由於考量到自有品牌營收的不確定因素，因此仍舊保留著代工方面的業務來支撐品牌的經營，並且營收方面則不僅是追求收營收持續成長更關注於毛利率的增加為出發點，此經營模式目的是為了達到企業的永續經營。
本論文主要目的是以A公司為案例，探討由OEM/ODM模式轉變成至OBM/ODM/OEM的混合模式經營下所面臨的困境進行探討，首先第一點由於OBM業績成長在企業內部與舊有的OEM/ODM體系發生衝突，其次第二點產品銷售全球為了與競爭對手差異化競爭，因此產品樣式與功能多樣化使得企業增加研發/製造等人力資源導致組織急速擴斷擴張結果產生內部問題，最後第三點個案公司在產品研發策略方面，由於早期為了搶得先機在全球各地區產品開發的是結合當地產商的產品，此一決策也導致增加產品設計或維護上的成本增加，此個案當中經營決策層級藉由組織架構調整、委外設計以及設計策略上轉變，使得個案公司可以最適規模來因應OBM/ODM/OEM各種不同商業模式的需求，藉此使得企業能達到優化經營以達到永續經營的目的。
本論文採用哈佛式個案撰寫法，包含個案本文及教師參考手冊兩部份，教師手冊針對個案中的討論內容做詳細說明，主要議題有加系統思考、組織設計、策略性委外，分別就文獻學說及個案分析做整理，以期達到理論與實務相結合之目的。

The profits of OEM/ODM model in the traditional manufacturing industry are very low and show a decreasing trend. There are mainly two strategies taken by the OEM/ODM manufacturing industry to gain profits. One is to keep pursuing higher revenue with the economies of scale or scope, which will however obtain quite low gross profit margin. This kind of enterprise will have very low probability to gain profits if it fails to get into the top five in the market of the industry. The other is to jump out of the traditional OEM/ODM model and transform to establish the hybrid operation model combining the OBM and OEM/ODM. Considering the uncertain factors that affect the OBM revenue, this kind of enterprise still retains the OEM/ODM businesses to support the brand operation. Moreover, in terms of the revenue, it does not only pursue the continuous growth, but also concerns the increase of the gross profit margin. The purpose of this operation model is to achieve the sustainable operation of the enterprise.
The primary purpose of the paper is to explore the troubles confronted by the hybrid operation model of OBM/ODM/OEM transformed from OEM/ODM model based on the study subject of A case company. First, the OBM business growth has conflict with the old OEM/ODM system in the enterprise. Second, for the sake of the differentiation competition against the competitors in the global marketing, the product types and features are diversified, which requires more development/manufacturing manpower. As a result, the rapid organizational expansion brings internal problems to the enterprise. Third, in terms of the product development strategy, in order to gain the business opportunity in advance, the case company works with the local manufacturers to develop products in the global areas. Such decision also increases the costs of product design or maintenance. In the case company, the business decision-making hierarchy is transformed with the organizational structure adjustment, the outsourcing design and the design strategy, so it can cope with the demands of different business models in OBM/ODM/OEM at an optimal scale. In this way, the enterprise can optimize the operation to achieve the sustainable operation.
The paper employs Harvard case-based writing method, including two parts of the case and the teacher’s reference manual. The teacher’s manual illustrates the discussion of the case in details. The major topics include the systematic thinking, organizational design and strategic outsourcing, which are conducted with literature review and the case analysis respectively. It is expected to achieve the purpose of combining theory with practice.

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二、 英文文獻
1. PTC, Application Lifecycle Management System.
2. PTC, Product Lifecycle Management System.

三、 網路資料
1. MBA智庫百科：http://wiki.mbalib.com/wiki/
2. Wikipedia維基百科：http://www.wikipedia.org/
3. http://Jenkin-ci.org
4. http://www.ptc.com