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摘 要 Hamel and Prahalad在1990年的「競爭大未來」（Competing For The Future）一書中指出企業會藉由累積核心能耐的過程，塑造其自身獨特性，並且為顧客創造特殊價值，進而在同業之間取得優勢。外包管理的優劣性，左右著企業之核心能耐累積情形。許多企業和其外包廠商由於合作密切，形成一特殊之夥伴關係，核心能耐在彼此之間的累積情形，以及發展情形，深深值得探討與研析。 本研究透過個案探討，選擇A公司、G公司、H公司等三個個案，發現ODM（委託設計與製造，Original Design Manufacturer；ODM）廠透過長期與外包廠互動累積特屬於彼此優勢，增加核心能力，兩者均有助於財務效益、資源互補效益、分散風險效益、研發效益；除此之外，ODM廠在產能與設備擴張效益較顯著，外包廠在學習成長效益則較顯著。而隨著ODM廠與外包廠之核心能耐深化，在A公司、G公司、H公司等個案之營業績效均呈現成長趨勢，產品開發需求之項目亦增加或數量上升。不同的個案有不同的核心能耐累積方向，A公司個案偏向策略性外包管理模式建立，G公司個案偏向技術與設備精進，H公司個案往資訊交流精確度推進。而這些核心能耐累積，更展現其研發、生產製造、成本控管之價值，突破量產關鍵，利用檢測分析與材料測試方法改善品質，突發狀況修正之能力增強亦讓成本規劃控制更準確、整體流程績效更佳。 是故，透過外包管理，為品牌原廠顧客提供優質服務，持續獲得產品開發機會乃一強化營運績效之良方。綜合三個個案後，主要研究發現如下：一、外包管理可以是透過長期合作之策略運用，互相累積核心能耐，以品質、研發與生產整合能力取勝，而不只是採用價低者得的方式。二、外包管理經過長期整合後，雖然外包廠會有所進步，但因核心能耐累積優勢不同，ODM廠仍然應該保持管理警覺性，確實執行管理優勢，不可任意放鬆以免產生財務損失。三、外買外賣之外包模式，不適合用於高度精密之產品開發案，會造成嚴重客戶抱怨，喪失原有的客戶信賴，得不償失。四、各種資訊系統與硬體設備之架構，檢測認證之獲得，可以透過和外包廠策略合作，降低風險與財務投資規模，提高成功率並得以跨入新產品領域。五、和不同的品牌廠承接產品開發案，受到主客觀環境的不同，ODM廠與外包廠會累積不同的核心能耐。關鍵詞：外包、核心能耐、聯結研發、長期競爭力 AbstractIn 1990, Hamel and Prahalad, started the core competence discourse in his "Competing for the Future". From the discussion of the core competence in the book, we can see the enterprises will shape their own uniqueness and create exceptional value for customers through the process of accumulating core competence, and thus surpass their competitors the same industry. With regard to the acumulating core competence, the quality of outsourcing management will affect the enterprises’ cumulative situation of core capability. Suppose an enterprise wants to get the outsourcing of customer orders, presumably the outsourcing firm should have its unique advantages to be helpful. As we all know, due to close cooperation, many companies and their outsourcing firms, has already formed a special partnership, and even took orders together. In this cooperative development of the outsourcing relationship, how the core capability accumulated among cases, and the situation of development are worthy of discussion and research analysis.This research chose the case of A Company, G Company and H Company as case study, and found out that through the long-term interaction with outsourcing factories, ODM（Original Design Manufacturer；ODM） factories accumulate their specific advantage and increase their core competencies. Both of the characteristics can facilitate the financial benefits, resources and complementary benefit, risk diversification benefits, and R&D efficiency.Furthermore, ODM factories are more prominent in expansion of production capacity and equipment efficiency, whereas outsourcing factories are more prominent in learning and growth efficiency. With the deepening of the core competencies of ODM and outsourcing factories, the operating performance cases of A Company, G Company, H Company, etc, were all increased, and the demand of product development project was all increased or raised in quantity. Different cases have their own accumulative direction of core competencies: A Company tends to build up strategic outsourcing management mode; G Company focuses on the improvement of technology and equipment; and H Company strives for the accuracy of information exchange. The accumulation of these core competencies also demonstrates the value of its R&D, manufacturing, and cost control. Overcoming the difficulty of mass production;improving the quality by testing analysis and materials-testing methods; and the enhancing of the ability the unexpected situations also make the cost of planning control more accurate, and overall process performance better. Therefore, through outsourcing management, providing customer of the original brand high quality services, and continuing the access to demand of product development, are good ways to strengthen business performance. Summing the three case studies, the main findings are as follow:1. Outsourcing management can be carried out on a long-term cooperation scale in which core competence can be accumulated mutually. Rather than appointing the lowest bidder, the focus should be on the bidder’s quality and innovative capability.2. Contract factories may show improvement after long-term outsourcing. However, ODM companies should still obtain vigilance in management. Any loose handling may result in financial losses. 3. Subcontracting is not suitable for high-precision demanded product development projects. Such action will result in serious client complaints.4. The success rate of installing information system and hardware device, plus acquiring testing licenses can be increased through cooperating with contract factories to reduce risk and cost. This will also lower the threshold for new products to enter the market.5. Due to the different position ODM factories and outsourcing factories stand, when undertaking development projects from different companies, the core competence which both sides accumulate will be different.Key Words：Outsourcing, Core Competence, Connection & Development, Long-term Competence |