本文個案公司主要是生產工業電腦提供給各垂直產業高效能及高穏定的電
腦系統，雖然目前營業額上的業績還不錯，但因為面臨技術門檻降低及中國大
陸廠商的削價競爭，利潤已大不如前，在2011 年一次因緣下個案公司接觸到工
業4.0，因而決議往工業4.0 發展。
在董事長及董事會決策後，開始往工業4.0 投入資源，而工業4.0 的發展及
研究成為了工業電腦事業部的首要目標。如何在現有的自動化市場內佔有一席
之地？及工業4.0 的產品策略為何？前期的資源規劃如何進行？如何和現有的
上下游相關產業合作，如何配合各國政府的政策，幫助公司開發新產品，同時
如何在新舊同仁的磨合期間讓新產品開發順利如期推出，成為重要課題。
利用個案的案例，可以讓讀者了解中小企業在轉型的過程中，會遇到的問
題，及如何對應及思考，在作為全台灣第一個提出工業4.0 的企業，會遇到什麼
樣的問題，在環境具有高度不確定性下，應該如何快速應變完成產品轉型，將
危機變成轉機，繼而成為自身企業的核心競爭力，開創企業下一世代的成長動
能。
本論文包含個案內容和教師手冊兩部分，希望能藉此培養領導者決策思維，
必須在企業轉型規劃的初期就要做好可能發生問題的推演，找出一條最佳的道
路，然後往前進。當日後再遇到類似狀況時，可以從本論文中得到不同的啟發，
舉一反三，增加思考的層面，確保執行決策的成效。

The case is about a company producing industrial personal computers (IPC) installed high performance and high quality systems to its downstream industries. The company has gained stable revenue, while the gross profit becomes challenging with threats from red supply chain of Chinese manufacturers. In 2011, the company decided to develop Industry 4.0 as a main competitive strategy.

According to the chairman’s and the board’s directions, the company started investing resources to Industry 4.0 fields. Researches and development are the two major focuses to the department of Industry Computer Division. How to enlarge its market share in global automation market? What are the following strategies and target customers of products produced by Industry 4.0 concept? What is the project timeline and how is company resource allocated in short-term, long-term periods? How to cooperate with upstream and downstream industries? How to develop new products and also comply governmental policies and laws? In addition, from human resource perspective, the interactions between newly-entry and experienced colleagues is a critical factor to make new products successful and launch in time.

By the case study, readers can understand the difficulties that SMEs may face in the process of company transformation and how they think and react to environmental changes. As the first company to propose Industry 4.0 concept in Taiwan, it has high pressure to conquer uncertainties and various obstacles in the front. The company as a good example turns the crisis into a turning point. They accomplish the transformation of IPC, and embed the experience as a core competitiveness. They create the growth momentum for their sustainable existence.

This study consists of two parts: the case story and the teaching manual. It is my wish that the case brings a thinking of leader's decision-making. In the early stage, an enterprise shall be well prepared for the transformation plan and management of potential risks. It would help to adjust the directions and move forward in a smoother way. It’s also applicable and of referral for companies facing similar operational dilemma. Companies shall broaden the perspectives of thinking to ensure the effectiveness of any important corporate decisions.

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以資料科學解決全球經濟數據：https://stock-ai.com/
艾莉媽網綕：http://alliecheng.pixnet.net/blog/post/455116031
科技產業資訊室：http://iknow.stpi.narl.org.tw/post/Read.aspx?PostID=2955
超哥的製造業數據經驗分享：https://jones5711.wordpress.com
經濟部電子報268 期：http://twbusiness.nat.gov.tw/