Resources and Capabilities Construction Through OEM/ODM-A Case Study of Taiwanese Bicycle OBM Manufacturer “Giant”

• Main Authors: Hsueh-Chi Weng, 翁雪綺
• Other Authors: Shu-Wen Chang
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/9e8wy5

碩士 === 東海大學 === 工業工程與經營資訊學系 === 102 === Taiwan’s bicycle industry has an important position in the international market. One well-known bicycle OBM manufacturer-Giant, whether it business type is OEM/ODM or OBM, has good performance and becomes one of the world's leading bicycle manufacturers. The theories of manufacturer upgrades refers to the manufacturer want to upgrade will follow the upgrades path proposed by Hobday(1995)- OEM→ODM→OBM. But after the Giant has its own brand, it still maintains the OEM/ODM business type. It means the OBM is not the end of upgrade of manufacturer. The manufacturer can use the parallel business type-OEM/ODM and OBM- to maintain the sustainable competitive advantage and learn the resources and capabilities through OEM/ODM. In the resource-based theory and dynamic capabilities theory, emphasizing the relationship between resources and capabilities. If the enterprise wants to adapt the changes in the external environment, it must be through the leverage, create, access, release and through the managerial resource cognition to change the resource base, and constantly update their resources and capabilities, so enterprise can maintain a sustainable competitive advantage. The study through interviews and analyzed and summarized the empirical of results. The study found Giant was positive to access the manufacturing capabilities, marketing capabilities, research and development capabilities in its OEM/ODM period. In OEM/ODM and OBM parallel period, Giant also update and modify these three capabilities. Due to the improve and adjust its resource base, Giant plays an important role in the international market.