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The Strategy and Modeling of New Product Development by OEM/ODM--A Case Study of E Company in the Optical Communication Industry
new product development
core technology capabilities
本研究以個案OEM/ODM 光通廠商E公司為例，探討企業應如何運用既有的核心技術進行新產品開發,以極大化公司研發效益，進一步擺脫OEM/ODM 受客戶牽制的困境並增進新產品開發的成功率。本研究採用質性研究之個案研究方法，除了進行新產品開發相關文獻探討、蒐集與整理產業新產品開發實務外，並針對個案公司外部、內部及參與新產品開發專案的相關人員，進行深度訪談以獲取多方資訊，交叉驗證。本研究歸納新產品開發之策略性決策應考量以下三面向：
Recalling Taiwan since 1980 entered the electronic information industry as the main international OEM foundry partners. OEM manufacturers businesses excel not only to create economic miracle, but also make Taiwan the world-class OEM factory. Into twenty-first century, the rise of smart phones, Internet of Things, Big data, Optical Communications industry has become the major medium to provide the information into the cloud as an important way of transmission. Although it is the rising star of the industry, the market competition is fierce and dangerous, with strict product reliability, short product life cycle, fast product evolving, replacement and high level of investment. Consequently, Optical Communication industry has to continuing to strengthen its core competencies, plan for new product development ahead and maintain a high degree of sensitivity to the market in order to maintain sustainable competitiveness into the future. This case study takes case OEM/ODM manufacturer as an example to explore how enterprises should use existing core technology for new product development to maximize the research and development benefits of the company, and further to get rid of the restraints from OEM/ODM customers to increase the success rate of new product. This study adopts the case study method of qualitative research, in addition to conducting new product development related literatures, collecting and organizing new product development practices of industry, and conducting in-depth interviews with relevant personnel from external, internal and new product development team to obtain multi-party information for cross validation. To summarize the strategic decision-making of new product development should consider the following three aspects: 1. The planning of new products, active grasp of the market opportunities. Besides focusing on the development of important decision factors and technical feasibility of new product development, it is more important to look at the new blueprint for new product planning in the next three to five years or even 10 years. Enterprises should provide with core technical capabilities and focus on unfulfilled market demand to withstand future market changes. 2. New product development should be based on the core technology and capabilities of the enterprise, and through the development of the emerging market opportunities or the control over next generation of potential niche product, continuous expansion and extension of the enterprise's existing core technology and capabilities. 3. New product development should seek to maximize the benefits of development resources and maintain long-term competitive leadership. Enterprises should effectively manage and integrate internal and external R& D resources, and to ensure the sustainable management of internal R & D resources to enhance and strengthen the capacity of innovation and core technology, in order to be able to continue to maintain the steps ahead of the competition's product line. Introduction of the new product development strategies and models will help enterprises to raise the efficiency of new product development and long-term competitive advantage. Take E company as an example, study found in its new product development plan, E company will need to link the technical resources horizontally which consist with department of expertise. The old and new technical team learns the new knowledge of different products by participating in the process of the new product project, which establishes the positive interaction and the growth of the enterprise. Combining the new product technology with the mechanical design and mass production capability, technology gaps were able to reinforcement. E company transforms from components provider to solution providers with optical design, electronic and MEMS capabilities, which also create an innovative collaboration model with suppliers and customers. Keywords: new product development, core technology capabilities, project management, resource
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