在全球的強烈競爭下，不僅僅是要抵抗經濟環境的低迷，為了要保持代工 產業的競爭力，更強調的是滿足顧客的各項需求以提供客製化的產品。台灣產 業的發展軌跡，從模仿、代工而設計代工(ODM)，且以中小企業為主體。但近 年來，這些做法的利潤愈來愈低，而且沒有連結到顧客端的最後環節，直接掌 握市場，所以，無法取得產業供應鏈中較大的價值。
由於現今經濟和社會環境的變遷，以及消費者對產品和服務要求的急遽改 變，大量生產的典範漸漸受到挑戰。此外，市場由賣方轉變為買方市場，需求 的穩定性也逐漸消失。消費者不再只是從企業提供的少許選擇性商品中選購， 他們希望甚至要求，商品必須客製成符合個人對功能性，和美觀性需求的規 格。個別產品和服務的需求量也因此而變為不穩定，「單一而大量」的產品需求 漸漸轉變成「多種而少量」的產品需求。新興的標準模式-多樣化、客製化- 逐漸取代了統一而標準化的產品。
k公司完全符合少量多樣案例，80%的客製化產品，所謂的標準品僅佔比 20%，面對高客製化、單張訂單數量極少的需求，客人又要求要快速出貨，為 了符合客戶需求勢必會面臨混線生產，而倉庫與產線之間又要如何能夠做到即 時備料生產以提高週轉率，同時為了不因為頻頻的換線而導致產能的損失，快 速的換線也是一門重要的課題。少量多樣的型態單張工單的量是低的，所以生 產人數不見得是愈多愈好，反而可能是以較少人數生產來思考，另外生產線的 平衡也可以決定整個生產效率。最後k公司因為原ERP系統BOM的結構無法以 製程生產的方式來開立工單，也因為無法使用ERP系統來做排程估算及物料需 求規劃，決定導入了另一套新的ERP希望能克服排程及物料的問題。

In the global competition, not only to resist the economic downturn, in order to maintain the competitiveness of the foundry industry, more emphasis is to meet the needs of customers to provide customized products. Taiwan's industrial development track, from imitation, OEM and OEM, and to small and medium enterprises as the main body. But in recent years, the profits of these practices are getting lower and lower, and there is no link to the customer end of the final link, direct control of the market, so, cannot get the industry supply chain in the larger value
Due to the current changes in the economic and social environment, as well as the rapid changes in consumer demand for products and services, mass production of the model gradually challenged. In addition, the market from the seller into the buyer's market, the stability of demand has gradually disappeared. Consumers are no longer just a few optional products from the enterprise to buy, they want even asked, the goods must be made in line with the individual to the functional, and aesthetic needs of the specifications. The demand for individual products and services has also become unstable, and the demand for "single and large" products has gradually shifted to "multiple and small" demand. Emerging standard models - diversification, customization - gradually replacing a unified and standardized product
K company fully comply with a small number of diverse cases, 80% of the customized products, the so-called standard only 20%, in the face of high customization, the number of orders for a small number of needs, guests also asked to quickly ship, in order to In line with customer demand is bound to face mixed production, and the warehouse and the production line between how to be able to do immediate production to improve the turnover rate, and in order not to change the frequency due to frequent loss of capacity, fast line is also a door Important subject. A small amount of the type of single sheet of work is low, so the number of production is not necessarily the more the better, but may be a small number of production to think, and the balance of the production line can also determine the entire production efficiency. Finally, the company because of the original ERP system BOM structure cannot be the way to the production process to open work orders, but also because the ERP system cannot use the scheduling estimates and material requirements planning, decided to import another set of new ERP hope to overcome Scheduling and material issues

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