本文選題：全球價(jià)值鏈　切入點(diǎn)：代工企業(yè)　出處：《廈門大學(xué)》2014年碩士論文

【摘要】：在經(jīng)濟(jì)全球化的背景下,OEM (Original Equipment Manufacture)代工模式曾經(jīng)是我國(guó)出口加工企業(yè)嵌入國(guó)際分工與全球價(jià)值鏈的有效途徑。以富士康為代表的出口加工制造企業(yè),曾經(jīng)為我國(guó)的經(jīng)濟(jì)增長(zhǎng)和就業(yè)做出了積極的貢獻(xiàn)。但是,目前代工企業(yè)面臨著成本上升的挑戰(zhàn)和“低附加值”廉價(jià)世界工廠的質(zhì)疑。面對(duì)挑戰(zhàn)和質(zhì)疑,代工企業(yè)如何培養(yǎng)競(jìng)爭(zhēng)優(yōu)勢(shì)和增加產(chǎn)品附加值,實(shí)現(xiàn)轉(zhuǎn)型升級(jí)已經(jīng)成為目前急需探討的議題。作為全球第一大電子產(chǎn)品合約制造商,富士康在制造和科技領(lǐng)域兼具優(yōu)勢(shì),但也同樣面對(duì)成本上升、盈利能力下降、定價(jià)缺失等諸多問(wèn)題。富士康在面對(duì)挑戰(zhàn)進(jìn)行轉(zhuǎn)型升級(jí)方面具有較強(qiáng)的代表性,也將對(duì)未來(lái)中國(guó)代工模式發(fā)展方向產(chǎn)生深遠(yuǎn)影響。 本文選取全球價(jià)值鏈和產(chǎn)業(yè)升級(jí)作為理論依據(jù),首先對(duì)國(guó)內(nèi)外OEM代工模式發(fā)展現(xiàn)狀、面臨的挑戰(zhàn)、轉(zhuǎn)型的必要性以及可行性進(jìn)行分析,在理論分析之后,文章以富士康作為研究對(duì)象進(jìn)行案例研究。在梳理富士康科技集團(tuán)基本情況以及其OEM代工模式現(xiàn)狀的基礎(chǔ)上,運(yùn)用文件檢索法,歸納分析方法對(duì)其現(xiàn)有代工模式存在的問(wèn)題進(jìn)行剖析,針對(duì)這些問(wèn)題,提出可供選擇的轉(zhuǎn)型升級(jí)路徑。其路徑包括：通過(guò)戰(zhàn)略并購(gòu),進(jìn)行價(jià)值鏈垂直整合,涉足原先由供應(yīng)商占據(jù)的材料供應(yīng),切入新市場(chǎng)；通過(guò)從單純OEM代工向擁有自有品牌的OBM轉(zhuǎn)變,培育企業(yè)核心競(jìng)爭(zhēng)能力；涉足電子商務(wù),為自有品牌提供線上市場(chǎng)機(jī)會(huì),拓寬銷售和價(jià)值增值渠道,向價(jià)值鏈高端拓展。 本文以產(chǎn)業(yè)升級(jí)理論和價(jià)值鏈理論為理論依據(jù)對(duì)富士康科技集團(tuán)OEM代工模式轉(zhuǎn)型升級(jí)提出可供選擇的發(fā)展路徑,借此希望對(duì)國(guó)內(nèi)其他中小代工企業(yè)的轉(zhuǎn)型發(fā)展起到一定的參考及借鑒價(jià)值。
[Abstract]:Under the background of economic globalization, OEM OEM Equipment manufacture mode was once an effective way for Chinese export processing enterprises to embed international division of labor and global value chain.Foxconn as the representative of export processing and manufacturing enterprises, has made a positive contribution to China's economic growth and employment.But contract companies are facing rising costs and low-value-added low-cost world factories.Facing the challenge and doubt, how to cultivate competitive advantage and increase the added value of products and realize transformation and upgrading has become an urgent issue.Foxconn, the world's largest electronics contract maker, has advantages in both manufacturing and technology, but also faces rising costs, declining profitability and lack of pricing.Foxconn is a representative of the challenge of transforming and upgrading, and will have a profound impact on the future direction of China's contract manufacturing model.This paper selects the global value chain and industrial upgrading as the theoretical basis, first of all, analyzes the status quo, challenges, the necessity and feasibility of the transition of OEM contract manufacturing mode at home and abroad.This paper takes Foxconn as a case study.On the basis of combing the basic situation of Foxconn Science and Technology Group and the current situation of its OEM contract manufacturing mode, this paper analyzes the problems existing in the existing contract manufacturing mode by using the method of document retrieval and inductive analysis, aiming at these problems.An alternative path to transition and upgrade is proposed.Its path includes: through strategic merger and acquisition, vertical integration of value chain, dabbling in material supply occupied by suppliers, cutting into the new market, cultivating the core competitive ability of enterprises through the transformation from simple OEM contract industry to OBM with its own brand.Set foot in e-commerce, provide online market opportunities for private brands, broaden sales and value-added channels, and expand to the high end of the value chain.Based on the industrial upgrading theory and the value chain theory, this paper puts forward the alternative development path to the OEM contract mode transformation and upgrading of Foxconn Science and Technology Group.In this way, I hope to play a certain reference and reference value for the transformation and development of other small and medium-sized contract enterprises in China.
【學(xué)位授予單位】：廈門大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F426.63;F271

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