研究生: |
陳怡臻 Chen-Yi Chen |
---|---|
論文名稱: |
探討企業從OEM轉型到OBM在產品開發設計管理之差異 Exploring the Difference of In-House Product Development Management Transformation from OEM to OBM |
指導教授: |
張文智
Wen-Chih Chang |
口試委員: |
宋同正
Tung-Jung Sung 衛萬里 Wan-Li Wei |
學位類別: |
碩士 Master |
系所名稱: |
設計學院 - 設計系 Department of Design |
論文出版年: | 2010 |
畢業學年度: | 98 |
語文別: | 中文 |
論文頁數: | 145 |
中文關鍵詞: | OEM-ODM-OBM 、產品開發設計 、設計策略 、產品開發組織 、產品開發流程 |
外文關鍵詞: | product development design, product development organization |
相關次數: | 點閱:241 下載:22 |
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目前台灣中小企業大多是以OEM及ODM起家,但近期受到中國的低價競爭影響,使得台灣許多中小企業想往利潤較豐厚的自我品牌發展。然而企業目前是何種型態的經營方式或欲轉型到另一種經營型態,其產品開發設計管理的模式也會隨著企業經營型態改變而有所調整。基於此,以產品開發設計管理的觀點為立論依據,故本研究主要是透過質化研究的個案研究法進行產品開發設計管理之設計策略、產品開發組織與產品開發流程做為探討的重點,並得到以下發現:
(1)從企業的歷史沿革發現,企業因經營型態的改變,由未設立產品設計單位到產品設計單位由後勤協助單位轉為主動開發及與業務協同開發產品開發設計案,皆表示企業越來越重視產品設計單位為企業所創造的價值。
(2)在產品開發的設計策略上:由於業務單位在OEM產品開發設計案時會跳過設計單位直接與製造單位聯繫,故此開發案並無相關設計策略上的應用;基於客戶壓縮成本與時間之下,提供產品概念設計需求的非自主性ODM產品開發設計案,客戶多是利用現有的產品去修改,所以大多是以仿效及差異策略進行;由企業主動開發的自主性ODM產品開發設計案,為吸引客戶的開發意願,多是以領先及優勢策略為客戶創造潮流;首推於市面上OBM產品開發案需吸引消費者目光,建議利用領先及優勢策略為該企業品牌創造話題。
(3)在產品開發的組織上:OEM及非自主性ODM產品開發,因為需求單純且開發方向明確,較適合反覆式的功能型組織型態;自主性ODM及OBM產品開發,因為企業需自我掌控及規劃開發方向,為減少傳達過程中的盲點,較適合以協同開發式的輕型矩陣專案組織進行開發。
(4)在產品開發的流程上:在OEM產品開發特別注重在生產製造上的問題;非自主性ODM產品開發則著重在設計階段的時效性上;自主性ODM及OBM產品開發則特別著重在概念階段的分析及規劃。
(5)原來以OEM或ODM業務經營方式的企業,欲轉型到OBM經營方式時,最大的不同在於,需特別著重在設計策略及產品開發流程的概念階段上的規劃,如果規劃不周全,會影響最後產品的呈現及銷售狀況,另外企業也必須仔細考量通路上的選用問題。
Nowadays, most small and medium enterprises in Taiwan are built on OEM and ODM. Due to the effect from the low rate competition from China recently, they would like to begin the self-brand development which has high profit. However, their development, design, and management of product must be changed with their transfer of management. Base on the issue of product development, this study will be expounded through the case study to process the design strategy, organization, and product development process. Our discoveries are as below.
(1) From the history of enterprises, we could find out because the transfer of management, the development of design case, whatever do it actively or cooperate with sales team. We could know the enterprises more and more focus on the created value by the industry design department.
(2) The development strategy: Because the sales team will contact with production team directly on the product development design case of OEM, it does not have the application of design strategy. Due to the cost and time limit, the revision will be base on existing products for non-independence ODM design case. This is similar and different strategy. In addition, for attracting customer’s desire in development, the enterprises will develop actively for independence ODM design case. This is first and better strategy. The first-run OBM product case in the market needs to attract the focus of consumer, so we suggest creating the topic for this brand by first and better strategy.
(3) Organization: The development of OEM and non-independence ODM product is suitable for volleyball game functional organization because the simply demand and clear direction. The development of independence ODM and OBM is suitable for co-development lightweight project organization because the enterprises need to self control and plan the direction of development to less the blind spot in the process.
(4) The process: The development of OEM product special focus on problems of produce. The development of non-independence ODM product focus on time limit in design stage. The development of independence ODM and OBM product focus on analyzing and planning in conceptual stage specially.
(5) The most difference between OEM/ODM and OBM management. OBM focus on design strategy and planning of conceptual stage in product development. If the plan was thoughtless, it would reflect on the finished product and selling. Also, the enterprises have to consider the selection of place.
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