摘要
本論文探討監視器製造公司因長期的產能委外生產，受到委外供應商因為品質、交期的供應鏈管理的問題，驅使公司成立專案部評估委外或自製的專案，來掌握一條龍式的生產的過程中所衍生的問題，試圖用競合理論、供應鏈管理、層級分析法來提出看法及對策。本文個案公司是一間監視器上市公司，本身擁有研發製造團隊的公司，近來由於公司因產品線調整往高階的網路攝影機業績受到影響，以及與目前的委外供應商長期合作長達十五年，中間發生過許多委外供應廠商品質跟交期的問題不勝其擾，讓個案公司重新思考製造策略並且成立專案部，但專案進行到一半卻臨時接獲到專案暫停，但事隔多月後專案雖然又再重啟，卻後發生專案經理開刀復健的狀況，專案經理在面臨高層的決策反覆變動及自身的健康，如何做出相關的判斷及行動以及整個專案成功或失敗是本論文的宗旨。

ABSTRACT
This case discusses monitor manufacturing company's long-term production capacity for outsourcing, the quality of the outsourcing supplier, and the issue of supply chain management. It drives the company to establish a special case to evaluate the outsourcing or self-made project to master the whole process. The problems arising from the production process are trying to put forward ideas and countermeasures by using competing theory, supply chain management, Analytic hierarchy process. This case company is a company listed on a monitor and owns a R&D manufacturing team. Recently, it was been affected by the company's performance in improving the performance of high-end webcams due to product line adjustments and long-term cooperation with current outsourcing suppliers. In the middle of the year, there were many problems with the quality of the outsourced suppliers and the delivery period. The case companies were rethinking the manufacturing strategy and setting up the special project department.However, the project was suspended, but after a few months, the project restarted. Although the post-project restarted, the project manager experienced a rehabilitative situation. The purpose of this paper is how to make relevant judgments and actions and the success or failure of the entire project.

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