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。

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.

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

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