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題名 電腦及週邊設備代工廠之綠色發展策略－以W公司為例
Computer and peripheral equipment development strategy foundries - Taking W`s case
作者 劉美蘭
Liu, Mei Lan
貢獻者 郭炳伸
Kuo, Biing Shen
劉美蘭
Liu, Mei Lan
關鍵詞 價值鏈
供應鏈
資源基礎
綠色供應鏈
逆物流
環保回收
再生塑膠粒
value chain
supply chain
resource base
green supply chain
reverse logistics
recycling
recycled plastic pellets
日期 2013
上傳時間 1-Apr-2015 10:09:20 (UTC+8)
摘要 本研究以ICT產業經營之現況為背景，研究產業所面臨的瓶頸與競爭問題，並以個案公司緯創資通(Wistron Corporation)做為研究對象，就企業的成長與轉型的策略，分析個案公司的核心資源與競爭優勢、內在條件與外在環境之優劣勢。來探討如何從既有的價值鏈加值型的活動，擴展逆物流及開發環保回收新事業，此經營路線與經營策略，有別於其他同業的發展，具非典型之研究價值。
本論文以SWOT分析個案W公司價值鏈發展之現況，探究產業區隔化的優劣勢；以五力分析評估導入新產業後的整體效益及預期發展，並專注於價值鏈及供應鏈資源整合後所衍生出的產值，如逆物流事業、綠能回收產業，結合當前的環境後，拓展新事業的有利情勢；並以歐盟的3R作為發展綠色供應鏈的主軸，對個案公司的新價值主張，以實際發生之案例，驗證此策略的關鍵成功因素，並闡述未來可能的修正與建議作為。
In this research, based on the current management status of ICT industry, examines the obstacles and competitiveness that the industry is facing, and takes Wistron Corporation as a case study that focuses on business growth and enterprise transformation strategies, to analyse the core values and competitive advantages, including the strengths/weakness of its internal conditions and external environment, and explore how Wistron Corporation expands business from existing value chain of value-added activities to reverse logistics and recycling business, which is unlike others in the industry and with the value of atypical research.
The thesis, by SWOT analysis, analyses the current development status of the value chain in W company and the advantages and disadvantages of industry segmentation. Through porter five forces analysis to evaluate the overall efficiency and expected development when new industry being introduced, and focus on the output value when value chain and supply chain being integrated, such as reverse logistics and green recycling industries which expand the favorable situation of the new business under the current environment. And to spindle with EU’s 3R to develop the green supply chain, Wistron Corporation proves the key success factors, by actual cases for the new proposition of the value, and elaborates the possible amendments and recommendations in the future.
參考文獻 一、中文部分
1.司徒達賢（2011），（策略管理新論），智勝出版。
2.于卓民，李吉仁及陳厚銘（2007），「邁向企業與管理研究的永續成長-台灣企業與國際競爭力-專刊引介」，（台大管理論叢），第十八卷第一期，5-20。英文部分。

二、英文部分
1.Porter, M. (1979), “How competitive forces shape strategy,”Harvard Business Review.
2.Porter, M. (1990), The competitive advantage of nations, New York: Free Press.
3.T. and Teng, B. S. (2000), “A resource-based theory of strategic alliances,” Journal of Management, 26(1), 31-36.
4.Eisenhardt, K. and Martin, J. (2000), “Dynamic Capabilities: What are they?” Strategic Management Journal, 21(special issue), 1105-1121.
5.Eisenhardt, K.(1989), “Building theories from case study research,” Acadamy of Management Review, 14, 532-550.
6.Grant, R. M. (1991), “The resource-based theory of competitive advantage：Implication for strategy formulation,” California Management Review, 114-133.
7.Gulati, R., Nohria, N. and Zaheer, A. (2000), “Strategic networks,” Strategic Management Journal, 21(3), 203-215.
8.Hamel, G. and Heene, C. (1994), The concept of core competence, New York: Wiley, Chichester.
9.Prahalad, C. K. and G. Hamel (1990), “The core competence of the corporation,” Harvard Business Review, 68(3), 79-91.
10.Wernerfelt, B. (1984), “A resource-based view of the firm,” Strategic Management Journal, 5, 171-180.
11.Kay, J. (1993), The foundations of corporate success, London : Oxford University Press.
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932046
102
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101932046
資料類型 thesis
dc.contributor.advisor 郭炳伸zh_TW
dc.contributor.advisor Kuo, Biing Shenen_US
dc.contributor.author (Authors) 劉美蘭zh_TW
dc.contributor.author (Authors) Liu, Mei Lanen_US
dc.creator (作者) 劉美蘭zh_TW
dc.creator (作者) Liu, Mei Lanen_US
dc.date (日期) 2013en_US
dc.date.accessioned 1-Apr-2015 10:09:20 (UTC+8)-
dc.date.available 1-Apr-2015 10:09:20 (UTC+8)-
dc.date.issued (上傳時間) 1-Apr-2015 10:09:20 (UTC+8)-
dc.identifier (Other Identifiers) G0101932046en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/74286-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 101932046zh_TW
dc.description (描述) 102zh_TW
dc.description.abstract (摘要) 本研究以ICT產業經營之現況為背景，研究產業所面臨的瓶頸與競爭問題，並以個案公司緯創資通(Wistron Corporation)做為研究對象，就企業的成長與轉型的策略，分析個案公司的核心資源與競爭優勢、內在條件與外在環境之優劣勢。來探討如何從既有的價值鏈加值型的活動，擴展逆物流及開發環保回收新事業，此經營路線與經營策略，有別於其他同業的發展，具非典型之研究價值。
本論文以SWOT分析個案W公司價值鏈發展之現況，探究產業區隔化的優劣勢；以五力分析評估導入新產業後的整體效益及預期發展，並專注於價值鏈及供應鏈資源整合後所衍生出的產值，如逆物流事業、綠能回收產業，結合當前的環境後，拓展新事業的有利情勢；並以歐盟的3R作為發展綠色供應鏈的主軸，對個案公司的新價值主張，以實際發生之案例，驗證此策略的關鍵成功因素，並闡述未來可能的修正與建議作為。		zh_TW
dc.description.abstract (摘要) In this research, based on the current management status of ICT industry, examines the obstacles and competitiveness that the industry is facing, and takes Wistron Corporation as a case study that focuses on business growth and enterprise transformation strategies, to analyse the core values and competitive advantages, including the strengths/weakness of its internal conditions and external environment, and explore how Wistron Corporation expands business from existing value chain of value-added activities to reverse logistics and recycling business, which is unlike others in the industry and with the value of atypical research.
The thesis, by SWOT analysis, analyses the current development status of the value chain in W company and the advantages and disadvantages of industry segmentation. Through porter five forces analysis to evaluate the overall efficiency and expected development when new industry being introduced, and focus on the output value when value chain and supply chain being integrated, such as reverse logistics and green recycling industries which expand the favorable situation of the new business under the current environment. And to spindle with EU’s 3R to develop the green supply chain, Wistron Corporation proves the key success factors, by actual cases for the new proposition of the value, and elaborates the possible amendments and recommendations in the future.		en_US
dc.description.tableofcontents 誌謝 IV
第一章 緒論 1
第一節 研究背景與動機 2
第二節 研究目的 3
第三節 研究流程 4
第二章 台灣系統整合製造產業的五力分析 6
第一節 產業背景 6
第二節 電腦週邊代工產業結構 10
第三節 五力分析 16
第四節 轉型與多角化 25
第五節 小結 30
第三章 個案公司--緯創資通 32
第一節 個案公司背景 32
第二節 公司的發展現況 33
第三節 營運策略 36
第四節 小結 38
第四章 W公司綠色供應鏈 40
第一節 W公司的價值活動 40
第二節 發展綠色供應鏈之背景與動機 42
第三節 W公司綠色供應鏈價值活動 44
第四節 綠能回收業務成效 52
第五節 綠色策略發展與願景 53
第五章 結論 56
第一節 研究建議 57
第二節 研究限制 59
附錄 61
參考文獻 69		zh_TW
dc.format.extent 1549896 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101932046en_US
dc.subject (關鍵詞) 價值鏈zh_TW
dc.subject (關鍵詞) 供應鏈zh_TW
dc.subject (關鍵詞) 資源基礎zh_TW
dc.subject (關鍵詞) 綠色供應鏈zh_TW
dc.subject (關鍵詞) 逆物流zh_TW
dc.subject (關鍵詞) 環保回收zh_TW
dc.subject (關鍵詞) 再生塑膠粒zh_TW
dc.subject (關鍵詞) value chainen_US
dc.subject (關鍵詞) supply chainen_US
dc.subject (關鍵詞) resource baseen_US
dc.subject (關鍵詞) green supply chainen_US
dc.subject (關鍵詞) reverse logisticsen_US
dc.subject (關鍵詞) recyclingen_US
dc.subject (關鍵詞) recycled plastic pelletsen_US
dc.title (題名) 電腦及週邊設備代工廠之綠色發展策略－以W公司為例zh_TW
dc.title (題名) Computer and peripheral equipment development strategy foundries - Taking W`s caseen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 一、中文部分
1.司徒達賢（2011），（策略管理新論），智勝出版。
2.于卓民，李吉仁及陳厚銘（2007），「邁向企業與管理研究的永續成長-台灣企業與國際競爭力-專刊引介」，（台大管理論叢），第十八卷第一期，5-20。英文部分。

二、英文部分
1.Porter, M. (1979), “How competitive forces shape strategy,”Harvard Business Review.
2.Porter, M. (1990), The competitive advantage of nations, New York: Free Press.
3.T. and Teng, B. S. (2000), “A resource-based theory of strategic alliances,” Journal of Management, 26(1), 31-36.
4.Eisenhardt, K. and Martin, J. (2000), “Dynamic Capabilities: What are they?” Strategic Management Journal, 21(special issue), 1105-1121.
5.Eisenhardt, K.(1989), “Building theories from case study research,” Acadamy of Management Review, 14, 532-550.
6.Grant, R. M. (1991), “The resource-based theory of competitive advantage：Implication for strategy formulation,” California Management Review, 114-133.
7.Gulati, R., Nohria, N. and Zaheer, A. (2000), “Strategic networks,” Strategic Management Journal, 21(3), 203-215.
8.Hamel, G. and Heene, C. (1994), The concept of core competence, New York: Wiley, Chichester.
9.Prahalad, C. K. and G. Hamel (1990), “The core competence of the corporation,” Harvard Business Review, 68(3), 79-91.
10.Wernerfelt, B. (1984), “A resource-based view of the firm,” Strategic Management Journal, 5, 171-180.
11.Kay, J. (1993), The foundations of corporate success, London : Oxford University Press.		zh_TW