| Summary: | 碩士 === 國立彰化師範大學 === 會計學系企業高階管理 === 101 === Most of automotive parts manufactures in Taiwan not only belong to small &; medium-scale enterprises but also aim at the aftermarket, particularly. With a view to involving
into the supply chain of the internationalized as well as sizable-scaled OEM in this industry, more and more auto components producers have obtained the merchandise benefits by means of a variety of marketing networks and strongholds, distribution warehouse, supply line at local subsidiary factory, technical cooperation, joint venture, etc. No matter the aftermarket or OEM, the accessory makers have been possessed of outstanding performance and market occupation by investing in the global market for several years. Taiwan’s manufacturers are qualified with
the advantage in creating flexibly and providing diversely. Furthermore, they have been capable of the worldwide competitiveness through keeping inputting R&;D and enhancing
produce technology. Nevertheless, lowering tariffs on imported automobiles and spare components, cancellation in the ratio for self-manufactured content and other elements caused the competition is getting obviously between the imported and national market. Therefore, whether the internal manufacturers will suffer from the decline in homemade market as the result of “Open Door policy, the critical factors will depend on the attitude of auto parts
manufacturers. Moreover, the influence is connected with the living environment of the automobile spare parts industry.
The purpose of this research investigates how to master the key success factors and what kind of management strategy should be selected and adopted by the member of the automotive parts business with a view toward keeping the position of the competitive advantage under the acute dog-eat-dog circumstance. This study is based on Delphi Technique research method by selected ten objects among the experts interviewed, including five business owners in mobile parts industry, three academics, two government officials, and twenty managements in this industry. After interviewed with experts, besides designed the specialists’ questionnaire, it has been integrated more concentrated, highly identifiable, and evidently consistent with the
critical success factors through summarized as well as analyzed through three times Delphi Technique survey. The key success factors hereby composed of four dimensions and nine perspectives are as below statements:
* Supply Chain - the willingness and timeliness of the suppliers to modify the components.
* R &; D - the significant degree of autonomy in technology; the new products by R&;D reflected the level of the effectiveness and timeliness in the demand market.
* Production &; Quality - the average defect rate of procurement; the achievement rate of the qualified products by outsourcing.
* Customer Service - maintaining the degrees of customers’ remarking and feedback; after-sales service technical support the efficient response in dealing with customers’ complaints.
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