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系統識別號 U0002-2107200917032800
中文論文名稱 從傳統到策略產品外購, 一家公司如何藉此調整核心競爭力的想定 ----以英國某領導塑料地材廠家為例
英文論文名稱 From conventional to strategic product outsourcing, how a company adjust its conception of core competence---- A practical study of a United Kingdom LVT flooring company
校院名稱 淡江大學
系所名稱(中) 國際商學碩士在職專班
系所名稱(英) Executive Master's Program of Business Administration (EMBA) in International Commerce
學年度 97
學期 2
出版年 98
研究生中文姓名 李思忠
研究生英文姓名 Shih-Chung Lee
學號 791400046
學位類別 碩士
語文別 英文
口試日期 2009-06-26
論文頁數 49頁
口試委員 指導教授-李培齊
委員-賴奎魁
委員-婁國仁
中文關鍵字 傳統型外購  策略外購  核心競爭力  競爭力的整合 
英文關鍵字 Conventional Outsourcing  Strategic Outsourcing  Core Competence  Consolidation of the Core Competencies 
學科別分類 學科別社會科學商學
中文摘要 企業核心競爭力概念的構建和調整過程, 有不同的方式。 本文是以一家國際領導的英國地材生產廠家為例,來說明由傳統保守型外購, 進而到策略型外購的發展,其對公司核心競爭力想定改變的影響。
傳統的外購僅在單純的找尋低成本的付出,將外購行為局限在技術操作的層面,避免其影響公司的核心價值。而策略型外購可以開發出鉅大的可能,透過策略採購,母公司與供應商彼此可以建立起僅次於合併的聯盟關係,從而增進其核心競爭力。然而這項整合的增進,究竟只是單純的二者競爭力的相加、還是相乘、或者甚至某些項目會移轉消失 將是進一步研究的課題。
英文摘要 There are different ways for a company to build up or modify its conception of core competence. This study is using an empirical case of a global industry leader, one UK flooring company as the example to describe how the adapting from its initial conventional outsourcing to a further strategic outsourcing affecting its enterprise’s conception of core competence.
The traditional outsourcing stated that one ready for outsourcing company should position it as only a support of low cost but not center to its core competence. However the strategic outsourcing can leverage to the company’s core value and enhance its core competence. The consolidation of competencies from the host and vendor could be a further study that how to measure the new core competence of the combined SBU.
論文目次 Contents
Chapter 1 Introduction..................... 1
1.1 Background and motivation...............1
1.1.1 background............................1
1.1.2 Motivation............................5
1.2 Overall Purpose.........................7
1.3 Research Structure and Discussion.......7
Chapter 2 Literature Review.................10
2.1 The core competence.....................10
2.2 The importance of core competence.......11
2.3 The outsourcing.........................13
2.3.1 The conventional outsourcing..........15
2.3.2 The strategic outsourcing.............16
Chapter 3 Case Study of the A flooring
company.....................................20
3.1 Methodology of case study.. ........... 20
3.2 The flooring industry...................20
3.3 The A flooring company..................21
3.4 Interviews..............................23
3.4.1 Mr. J. D. CEO.........................23
3.4.2 Mr. G. W., Technical Director.........28
3.4.3 Mr. S .M., Director, Marketing........29
3.5 Finding presented by figure and table...32
3.6 Managing outsourcing and adapt the
dynamic situation of core competence....... 35
Chapter 4 Finding and Presentation..........36
4.1 Strategic outsourcing help build core competence..................................39
4.2 Core competence is a dynamic ability which
measured by scope but scale................40
4.3 The cooperation of the strategic
outsourcing should be leveled at only second
to mergence of companies....................44
Chapter 5 Conclusion and Suggestion.........47
5.1 Conclusion..............................47
5.2 Suggestion..............................48
List of figure
Figure 1.1 The research flowchart........... 9
Figure 2.1 External market tests of a core competence..................................18
Figure 3.1 The initial position of
the outsourced product “Spacia”...........32
Figure 3.2 The developed position of
the outsourced product ‘Spacia”...........33
Figure 3.3 Product line changing before and
after outsourcing...........................34
Figure 3.4 Strategy of marketing changing
before and after outsourcing............... 34
Figure 4.1 Outsourced product incentive
changing of the core competence.............42
Figure 4.2 Changing core competence
from product outsourcing ...................43
Figure 4.3 Level of company cooperation.....44
Figure 4.4 Consolidation of core
competencies................................45

List of table
Table 2.1 Conventional vs. strategic
outsourcing.................................19
Table 3.1 The outsourced products sales
performance 2006 ~ 2008.....................35
Table 4.1 Changing of the outsourcing and
core competence.............................38
參考文獻 Reference:
1. Chen, C Y Book of “Technology Management, a theory and application “ Hwa-Tai book edition I 200” pp 26,27.
2. Day, G.S., 1995, “Building superior capabilities for serving Changing market,” Advances in Strategic Management, 11, pp. 163-186.
3. Eliot L B july 1998,“Outsourcing of Organizational Functions” Information Technology Decision Line pp 14,15.
4. Griffiths D 2000,“The theory and Practice of Outsourcing” The Kudos Information Ltd. UK..
5. Hafeez, K.; Zhang, Y.B.and Malak, N. 2002 “Core Competence for Sustainable Competitive Advantage: A Structured Methodology for Identifying Core Competence,” IEEE Transactions on Engineering Management, 49, 1, pp. 28-35.
6. Hitt, M.A., Ireland, R.D and Hoskisson R.E.,2000,Strategic Management: Competitiveness and Globalization, 4th ed, Publishing: Cincinnati, OH.
7. Kren L “When outsourcing makes sense July 13, 2008 ” Machine Design web article
8. MacLean D Volume 5/2008. “Outsourcing all but Your Core Competencies” The Entrepreneurial Spirit, Tai-American Business.
9 Prahalad C.K and Hamel G, 1990 “The Core Competence of the Corporation” Harvard Business Review May-June (3), pp 79-93.
10. Quinn, J.B. and F.G. Hilmer, “Strategic Outsourcing, 1994 ” Sloan Management Review. .
11. Schoemaker, Paul J.H., Fall 1992 “How to Link Strategic Vision to Core Capabilities.” Sloan Management Revie.
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