代工組織的轉型與超越--寶成集團的世界

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Title:	代工組織的轉型與超越--寶成集團的世界
Other Titles:	The Buyer-Driven Commodity Chain and the Upgrading of an OEM-based firm
Authors:	何彩滿 Ho, Tsai-Man
Contributors:	高承恕 Kao, Cheng-Shu 東海大學社會學系
Keywords:	全球商品鏈;領域控制;領域位階;代工;控制概念;租益 global commodity chain, concept of control, upgrading, OEM, division of labour, territorial control
Date:	2005
Issue Date:	2011-04-15T01:26:27Z (UTC)
Abstract:	台灣產業的發展以出口導向的經濟活動為主，代工路徑則是台灣加入全球經濟活動的策略，並因此取得發展成就。以國家為單位來觀察產業地理的遷移之下，將掩蓋了先行者、後進國家的組織並沒有退出市場的事實。全球商品鏈的觀點儘管考慮了制度、國際配額關稅等要素之後，指出依據產業部門有買者與生產者的不同主導支配形式，並影響了生產地理的空間分佈，但未能說明後進國家的組織如何切入全球商品鏈？如何保持既有的位置？這裡，「代工組織」轉化與超越簡單勞動分工的組織職能與機制是什麼？本文以寶成集團的世界為考察對象，在全球商品鏈的架構裡，加入組織的控制概念因素，試圖指出代工組織的轉型與超越條件。考察運動鞋產業的形成，我們發現商品鏈的全球化分工不是一個既定的現象（being），反而是一個歷史的變化過程（becoming）；本文首先處理了運動鞋產業如何成為買者主導商品鏈？國際買者從注重運動鞋功能的技術導向，進而走向製造生產導向，乃至於運動鞋產業流行化的「行銷導向」，不但改變了品牌經營領域的競爭局勢，也不知不覺地左右了代工者的組織運作模式。買者商品鏈的驅動，既表現在生產地理空間的分佈，也影響著代工製造的生產組織形式。當買者以「行銷導向」作為經營控制以利走向大眾市場時，「量產」製造系統與服務國際買者的發展就必須在代工組織裡發生。這裡揭示的是製造商與國際買者關係的深化與交纏。第二，技術儘管重要，但是如何組織起來，才是關鍵。這裡凸顯的是後進國家的組織其接軌商品鏈的能力，特別倚賴在地的社會基礎與廠商個別的組織能力，中國缺乏接軌運動鞋商品鏈的能力是一例。第三，憑藉與國際買者的既有關係，為了拉開其他晚近國家競爭者的距離，代工組織發展出跨區域資源的整合能力。最後，商品鏈分工化後的結構位置，將是個別行動者向前或向後拓展領域控制的限制與機會。超越了簡單勞動分工的OEM代工組織，轉型為專業製造與服務的中心，倘若意圖取代國際買者的位置，首先將遭遇封鎖的威脅，交換關係即刻轉成競爭；其次則是面臨不同領域控制的學習條件。以運動鞋為例的全球商品鏈，發展至今已經產生一種質變，儘管仍由買者主導，但是本文指出，買者在前台的競爭優勢與速度，必須得到製造供應商的全力支持。同時，這條商品鏈並非是由看不見的手在進行資源配置，而是由可指認出來的買者以及製造供應商所形成的寡佔結構共同進行資源的協調與配置。 This thesis deals with how the OEM-based firm entered and keeps their position in the global commodity chains (GCCs), despite the losing advantages on production factors. During the past, Taiwan adopted OEM strategy to join the global economic activities and gained the impressive achievement. The fast changing international division of labour threatens the position of Taiwan in the world economy. On the firm-based level, the neo-classical theories, product cycle and flying geese could not explain why the OEM-based firms were not replaced, however, nor did the advanced economies withdraw the commodity chain. By using the conception of control and GCCs, I highlight that the buyer-driven type governance calls for the supplier’s cooperation and the cross-border organizational capabilities rather than the simple factor of price. In 1980s, the leading U.S. sports footwear company skip made their bold step to outsource in China. But their almost 10-year attempt failed. The leading buyers were bound to rely on their faithful partners--Taiwanese and Korean manufactures. Along with the changes on the conception of control to marketing, though it is still buyer-driven, the driving forces and delivery speed demands closer and more interdependent relationships between buyers and suppliers. Taiwan’s OEM-based firm grows out of simple labour process, and develops herself as a professional manufacturing and service centre. The structural positions in GCC provide the firms the opportunities as well as the limitations to expand the value nodes. The ambition for the OEM-based firm to move up to the buyer’s position, will surely encounter the buyer’s positional block, i.e., to block the move by cancelling the orders. But if the move makes no direct threat to the buyers, their previous partnership would be further enhanced.
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