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題名 論SCADA系統在工業4.0推廣過程的發展與瓶頸之分析
Analysis of Development and Challenges for SCADA in Industry 4.0
作者 夏崇軒
Hsia, Tsung-Hsuan
貢獻者 陳立民
夏崇軒
Hsia, Tsung-Hsuan
關鍵詞 工業4.0
五力分析
Industry 4.0
SCADA
Five Competitive Force
日期 2020
上傳時間 2-Mar-2020 11:39:18 (UTC+8)
摘要 隨著演算法的精進，大數據的整理，物理量的蒐集過程持續改善，製造業長久以來的控制模式逐漸被顛覆，而面對新技術的演進慢慢出現工業4.0 的概念，而這議題再次成為各國政府針對產業輔導時所選用的一個方向。
台灣以製造業起家，以電子代工業提升經濟狀況，半導體製造楊名全球，在實際製造的工廠端，每個工廠的大腦-中央控制室內都透過資料採集與監控系統（supervisory control and data acquisition，SCADA）在進行底層物理量的蒐集與監視控制的自動化控制功能，而工業4.0 的核心:工廠、營運、產品很大程度上都會透過SCADA系統來進行資訊的傳遞。本研究主要從自動化控制產業中的SCADA 系統在半導體產業中的轉型進行分析，其探討的議題如下:

1. 探討標竿企業在推廣工業4.0的做法上有哪些可作為這產業追隨者的借鏡
2. 探討標竿企業在該領域上該如何突破成長的瓶頸

本研究經由選擇在台灣提供工業4.0解決方案的標竿企業與追隨企業的五間公司進行深度訪談，並就議題分析得到以下結論:標竿企業因為歷史悠久進入台灣時間也長，全球累積豐富的工程經驗與技術能提供工業4.0中的智慧工廠完整解決方案，並實際建立工業4.0示範工廠展示其能力。夠過經銷模式來增加價格與服務上的彈性，及早發現全球趨勢且持續併購與提升技術能力擴大服務範圍，得以保持在工業4.0趨勢下的成長，避免被淘汰。
With the improvement of algorithms, the consolidation of big data, and the continuous collection of physical signals, the methodology of control of the manufacturing industry has been changed, and the concept of Industry 4.0 has gradually emerged, and becomes one direction chosen by governments for industrial counselling.
Taiwan, in the past, has grown the economic situation with electronics and manufacturing, Taiwan’s Semiconductor manufacturing then is well-known throughout the world. At the actual manufacturing factories, the central control room of each factory uses supervisory control and data acquisition systems, SCADA, performs the automatic control functions of collecting and monitoring the underlying physical quantities, while the core of Industry 4.0: factories, operations, and products will largely transfer information through the SCADA system. This research analyzes the transformation of SCADA system in the field of automation control in the semiconductor industry. The topics discussed are as follows:

1. Understand what benchmarking companies can do to promote Industry 4.0 as a role models for followers
2. Understand how benchmarking companies can overcome bottlenecks in this area

After conducting interviews with selected companies that provide Industry 4.0 solutions in Taiwan, the following conclusions are:
1. Benchmarking companies have long history of global references and have been equipped with first-mover advantage in Taiwan because of entering more than 50 years.
2. Built smart factory to show the advantages and concept of Industry 4.0 to be more competitive.
3. By using channels/distributions instead of direct business with end users to allow greater flexibility in price negotiation and terms and contions of contracts.
4. Identify global trends early and expand service coverage and capabilities through M & A and own development capabilities.
參考文獻 英文部分
1. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4), 660-679.
2. Giusto, D., Iera, A., Morabito, G., & Atzori, L. (Eds.). (2010). The internet of things: 20th Tyrrhenian workshop on digital communications. Springer Science & Business Media.
3. Grant, R. M. (2005). Contemporary Strategy Analysis: Concepts, Techniques, Applications.
4. Grove, A. S. (1996). Only the paranoid survive: How to exploit the crisis points that challenge every company and career. Broadway Business.
5. Igure, V. M., Laughter, S. A., & Williams, R. D. (2006). Security issues in SCADA networks. computers & security, 25(7), 498-506.
6. Kagermann, H., Helbig, J., Hellinger, A., & Wahlster, W. (2013). Recommendations for implementing the strategic initiative INDUSTRIE 4.0: Securing the future of German manufacturing industry; final report of the Industrie 4.0 Working Group. Forschungsunion.
7. Karagiannopoulos, G. D., Georgopoulos, N., & Nikolopoulos, K. (2005). Fathoming Porter`s five forces model in the internet era. info, 7(6), 66-76.
8. Lasi, H., Fettke, P., Kemper, H. G., Feld, T., & Hoffmann, M. (2014). Industry 4.0. Business & information systems engineering, 6(4), 239-242.
9. Lee, E. A. (2008, May). Cyber physical systems: Design challenges. In 2008 11th IEEE International Symposium on Object and Component-Oriented Real-Time Distributed Computing (ISORC) (pp. 363-369). IEEE.
10. M Rogers, E. (1983). Diffusion of innovations.
11. Panetta, K. (2016). Gartner’s top 10 strategic technology trends for 2017. Smarter with Gartner.
12. Porter Michael E. (1980) “Competitive strategy: Techniques for analyzing industries and competition.” New York 300.
13. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
14. Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-114.
15. Richard, A., & Aveni, D. (1994). Hypercompetitive Rivalries: Competing in highly dynamic environment.
16. Sauter, T., & Schwaiger, C. (2002). Achievement of secure Internet access to fieldbus systems. Microprocessors and Microsystems, 26(7), 331-339.
17. Schwaiger, C., & Treytl, A. (2003, September). Smart card based security for fieldbus systems. In EFTA 2003. 2003 IEEE Conference on Emerging Technologies and Factory Automation. Proceedings (Cat. No. 03TH8696) (Vol. 1, pp. 398-406). IEEE.
18. Sheehan, N. T. (2005). Why old tools won`t work in the “new” knowledge economy. Journal of Business Strategy, 26(4), 53-60.
19. Stock, T., & Seliger, G. (2016). Opportunities of sustainable manufacturing in industry 4.0. Procedia Cirp, 40, 536-541.
20. Stonehouse, G., & Snowdon, B. (2007). Competitive advantage revisited: Michael Porter on strategy and competitiveness. Journal of Management Inquiry, 16(3), 256-273.
21. Stouffer, K., Falco, J., & Kent, K. (2006). Guide to Supervisory Control and Data Acquisition (SCADA) and industrial control systems security–initial public draft. National Institute of Standards and Technology, Gaithersburg, Maryland, 2-7.
22. Stouffer, K., Falco, J., & Scarfone, K. (2011). Guide to industrial control systems (ICS) security. NIST special publication, 800(82), 16-16.


中文部分
1. 文崇一、楊國樞. （2000）. 訪問調查法. 社會及行為科學研究法下冊. 台北：東華.
2. 方千碩. (2017). 紅色供應鏈崛起對台灣半導體產業之影響 (Doctoral dissertation, 方千碩).
3. 王怡惠. (2015). 從工業 4.0 看我國生產力 4.0 之挑戰. 臺灣經濟研究月刊, 38(8), 111-119.
4. 王家寧. (2011). 我國出境游產業發展態勢分析: 波特五力模型的視角. 河北企業, (7), 43-44.
5. 王静, & 李静. (2012). 基於波特五力模型的中式快餐業戰略選擇. 商品與質量: 理論研究, (4), 46-46.
6. 王静愛, 何春陽, 董艷春, 高玲, & 徐偉. (2002). 北京城鄉過度區土地利用變化驅動力分析 (Doctoral dissertation).
7. 朱倩, & 李恒. (2012). 公立醫院内部控制體系構建——基於波特 “五力模型” 的思考. 財會通讯: 综合 (中), (8), 93-95.
8. 李傑、倪軍、王安正. (2017). 《從大數據到智慧生產與服務創新》. 台北市:前程文化.
9. 李傑. (2016). 《工業大數據 工業4.0時代的智慧轉型與價值創新》. 台北市:天下雜誌.
10. 汪建南、馬雲龍. (2016). 工業4.0的國家發展趨勢與臺灣因應之道. 國際金融參考資料第六十九輯.
11. 房昌琳. (2007). 基於波特五力模型分析的企業發展策略討論——以果汁飲料行業為例. 企業經濟, (8), 64-66.
12. 韋康博. (2015). 《工業4.0 從製造到「智」造業，下一波產業革命如何顛覆全世界?》. 台北市:商周.
13. 張金霞. (2011). 基於波特五力模型的養生旅遊市場分析. 企業報導, (10), 111-112.
14. 陳婉儀主編. (2017). 2017台灣半導體產業年鑑. 台北市:工業技術研究院電子工業研究所.
15. 陶婷婷, & 蔣學華. (2009). 運用 “波特五力模型” 分析我國醫藥企業的發展戰略 (Doctoral dissertation).
16. 黄佩红, 徐蘭君, & 蔡光榮. (2015). 基於波特五力模型的廣州汽車產業競爭力分析. 汽車工業研究, (5), 23-25.
17. 萬文隆. (2004). 深度訪談在質性研究中的應用. 生活科技教育月刊.
18. 劉靜頤, & 邸召强. (2011). 應用波特五力模型分析電力設計行業競爭現況. 中國集體經濟, (4X), 96-96.
19. 鄭川. (2014). 中國乳製品行業競爭格局分析——基於波特五力分析模型的研究. 中國西部, (30), 110-114.
20. 羅小青, & 王菲. (2009). 基於五力模型的陕西省旅游產業優化分析. 知識經濟, (9X), 119-119.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
106363044
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106363044
資料類型 thesis
dc.contributor.advisor 陳立民zh_TW
dc.contributor.author (Authors) 夏崇軒zh_TW
dc.contributor.author (Authors) Hsia, Tsung-Hsuanen_US
dc.creator (作者) 夏崇軒zh_TW
dc.creator (作者) Hsia, Tsung-Hsuanen_US
dc.date (日期) 2020en_US
dc.date.accessioned 2-Mar-2020 11:39:18 (UTC+8)-
dc.date.available 2-Mar-2020 11:39:18 (UTC+8)-
dc.date.issued (上傳時間) 2-Mar-2020 11:39:18 (UTC+8)-
dc.identifier (Other Identifiers) G0106363044en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/128998-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 106363044zh_TW
dc.description.abstract (摘要) 隨著演算法的精進，大數據的整理，物理量的蒐集過程持續改善，製造業長久以來的控制模式逐漸被顛覆，而面對新技術的演進慢慢出現工業4.0 的概念，而這議題再次成為各國政府針對產業輔導時所選用的一個方向。
台灣以製造業起家，以電子代工業提升經濟狀況，半導體製造楊名全球，在實際製造的工廠端，每個工廠的大腦-中央控制室內都透過資料採集與監控系統（supervisory control and data acquisition，SCADA）在進行底層物理量的蒐集與監視控制的自動化控制功能，而工業4.0 的核心:工廠、營運、產品很大程度上都會透過SCADA系統來進行資訊的傳遞。本研究主要從自動化控制產業中的SCADA 系統在半導體產業中的轉型進行分析，其探討的議題如下:

1. 探討標竿企業在推廣工業4.0的做法上有哪些可作為這產業追隨者的借鏡
2. 探討標竿企業在該領域上該如何突破成長的瓶頸

本研究經由選擇在台灣提供工業4.0解決方案的標竿企業與追隨企業的五間公司進行深度訪談，並就議題分析得到以下結論:標竿企業因為歷史悠久進入台灣時間也長，全球累積豐富的工程經驗與技術能提供工業4.0中的智慧工廠完整解決方案，並實際建立工業4.0示範工廠展示其能力。夠過經銷模式來增加價格與服務上的彈性，及早發現全球趨勢且持續併購與提升技術能力擴大服務範圍，得以保持在工業4.0趨勢下的成長，避免被淘汰。		zh_TW
dc.description.abstract (摘要) With the improvement of algorithms, the consolidation of big data, and the continuous collection of physical signals, the methodology of control of the manufacturing industry has been changed, and the concept of Industry 4.0 has gradually emerged, and becomes one direction chosen by governments for industrial counselling.
Taiwan, in the past, has grown the economic situation with electronics and manufacturing, Taiwan’s Semiconductor manufacturing then is well-known throughout the world. At the actual manufacturing factories, the central control room of each factory uses supervisory control and data acquisition systems, SCADA, performs the automatic control functions of collecting and monitoring the underlying physical quantities, while the core of Industry 4.0: factories, operations, and products will largely transfer information through the SCADA system. This research analyzes the transformation of SCADA system in the field of automation control in the semiconductor industry. The topics discussed are as follows:

1. Understand what benchmarking companies can do to promote Industry 4.0 as a role models for followers
2. Understand how benchmarking companies can overcome bottlenecks in this area

After conducting interviews with selected companies that provide Industry 4.0 solutions in Taiwan, the following conclusions are:
1. Benchmarking companies have long history of global references and have been equipped with first-mover advantage in Taiwan because of entering more than 50 years.
2. Built smart factory to show the advantages and concept of Industry 4.0 to be more competitive.
3. By using channels/distributions instead of direct business with end users to allow greater flexibility in price negotiation and terms and contions of contracts.
4. Identify global trends early and expand service coverage and capabilities through M & A and own development capabilities.		en_US
dc.description.tableofcontents 第一章 諸論 3
第一節 研究背景 3
第二節 研究動機與目的 5
第二章 文獻探討 7
第一節 工業4.0 (Industry 4.0)之定義與內容 7
第二節 資料採集與監控系統(SCADA) 10
第三節 五力分析 12
第四節 小結 15
第三章 研究方法 16
第一節 研究方法 16
第二節 研究對象 17
第三節 訪談問題擬訂 18
第四節 研究流程 20
第四章 個案研究與分析 22
第一節 R公司 22
第二節 S公司 26
第三節 H公司 29
第四節 D公司 32
第五節 A公司 34
第六節 跨個案分析 37
第五章 結論與建議 44
第一節 結論 44
第二節 未來研究方向與建議 46
參考文獻 47		zh_TW
dc.format.extent 892395 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106363044en_US
dc.subject (關鍵詞) 工業4.0zh_TW
dc.subject (關鍵詞) 五力分析zh_TW
dc.subject (關鍵詞) Industry 4.0en_US
dc.subject (關鍵詞) SCADAen_US
dc.subject (關鍵詞) Five Competitive Forceen_US
dc.title (題名) 論SCADA系統在工業4.0推廣過程的發展與瓶頸之分析zh_TW
dc.title (題名) Analysis of Development and Challenges for SCADA in Industry 4.0en_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 英文部分
1. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4), 660-679.
2. Giusto, D., Iera, A., Morabito, G., & Atzori, L. (Eds.). (2010). The internet of things: 20th Tyrrhenian workshop on digital communications. Springer Science & Business Media.
3. Grant, R. M. (2005). Contemporary Strategy Analysis: Concepts, Techniques, Applications.
4. Grove, A. S. (1996). Only the paranoid survive: How to exploit the crisis points that challenge every company and career. Broadway Business.
5. Igure, V. M., Laughter, S. A., & Williams, R. D. (2006). Security issues in SCADA networks. computers & security, 25(7), 498-506.
6. Kagermann, H., Helbig, J., Hellinger, A., & Wahlster, W. (2013). Recommendations for implementing the strategic initiative INDUSTRIE 4.0: Securing the future of German manufacturing industry; final report of the Industrie 4.0 Working Group. Forschungsunion.
7. Karagiannopoulos, G. D., Georgopoulos, N., & Nikolopoulos, K. (2005). Fathoming Porter`s five forces model in the internet era. info, 7(6), 66-76.
8. Lasi, H., Fettke, P., Kemper, H. G., Feld, T., & Hoffmann, M. (2014). Industry 4.0. Business & information systems engineering, 6(4), 239-242.
9. Lee, E. A. (2008, May). Cyber physical systems: Design challenges. In 2008 11th IEEE International Symposium on Object and Component-Oriented Real-Time Distributed Computing (ISORC) (pp. 363-369). IEEE.
10. M Rogers, E. (1983). Diffusion of innovations.
11. Panetta, K. (2016). Gartner’s top 10 strategic technology trends for 2017. Smarter with Gartner.
12. Porter Michael E. (1980) “Competitive strategy: Techniques for analyzing industries and competition.” New York 300.
13. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
14. Porter, M. E., & Heppelmann, J. E. (2015). How smart, connected products are transforming companies. Harvard Business Review, 93(10), 96-114.
15. Richard, A., & Aveni, D. (1994). Hypercompetitive Rivalries: Competing in highly dynamic environment.
16. Sauter, T., & Schwaiger, C. (2002). Achievement of secure Internet access to fieldbus systems. Microprocessors and Microsystems, 26(7), 331-339.
17. Schwaiger, C., & Treytl, A. (2003, September). Smart card based security for fieldbus systems. In EFTA 2003. 2003 IEEE Conference on Emerging Technologies and Factory Automation. Proceedings (Cat. No. 03TH8696) (Vol. 1, pp. 398-406). IEEE.
18. Sheehan, N. T. (2005). Why old tools won`t work in the “new” knowledge economy. Journal of Business Strategy, 26(4), 53-60.
19. Stock, T., & Seliger, G. (2016). Opportunities of sustainable manufacturing in industry 4.0. Procedia Cirp, 40, 536-541.
20. Stonehouse, G., & Snowdon, B. (2007). Competitive advantage revisited: Michael Porter on strategy and competitiveness. Journal of Management Inquiry, 16(3), 256-273.
21. Stouffer, K., Falco, J., & Kent, K. (2006). Guide to Supervisory Control and Data Acquisition (SCADA) and industrial control systems security–initial public draft. National Institute of Standards and Technology, Gaithersburg, Maryland, 2-7.
22. Stouffer, K., Falco, J., & Scarfone, K. (2011). Guide to industrial control systems (ICS) security. NIST special publication, 800(82), 16-16.


中文部分
1. 文崇一、楊國樞. （2000）. 訪問調查法. 社會及行為科學研究法下冊. 台北：東華.
2. 方千碩. (2017). 紅色供應鏈崛起對台灣半導體產業之影響 (Doctoral dissertation, 方千碩).
3. 王怡惠. (2015). 從工業 4.0 看我國生產力 4.0 之挑戰. 臺灣經濟研究月刊, 38(8), 111-119.
4. 王家寧. (2011). 我國出境游產業發展態勢分析: 波特五力模型的視角. 河北企業, (7), 43-44.
5. 王静, & 李静. (2012). 基於波特五力模型的中式快餐業戰略選擇. 商品與質量: 理論研究, (4), 46-46.
6. 王静愛, 何春陽, 董艷春, 高玲, & 徐偉. (2002). 北京城鄉過度區土地利用變化驅動力分析 (Doctoral dissertation).
7. 朱倩, & 李恒. (2012). 公立醫院内部控制體系構建——基於波特 “五力模型” 的思考. 財會通讯: 综合 (中), (8), 93-95.
8. 李傑、倪軍、王安正. (2017). 《從大數據到智慧生產與服務創新》. 台北市:前程文化.
9. 李傑. (2016). 《工業大數據 工業4.0時代的智慧轉型與價值創新》. 台北市:天下雜誌.
10. 汪建南、馬雲龍. (2016). 工業4.0的國家發展趨勢與臺灣因應之道. 國際金融參考資料第六十九輯.
11. 房昌琳. (2007). 基於波特五力模型分析的企業發展策略討論——以果汁飲料行業為例. 企業經濟, (8), 64-66.
12. 韋康博. (2015). 《工業4.0 從製造到「智」造業，下一波產業革命如何顛覆全世界?》. 台北市:商周.
13. 張金霞. (2011). 基於波特五力模型的養生旅遊市場分析. 企業報導, (10), 111-112.
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dc.identifier.doi (DOI) 10.6814/NCCU202000122en_US