富士康OEM代工模式及其转型升级路径

　　摘要

　　在经济全球化的背景下,OEM (Original Equipment Manufacture)代工模式曾经是我国出口加工企业嵌入国际分工与全球价值链的有效途径。以富士康为代表的出口加工制造企业,曾经为我国的经济增长和就业做出了积极的贡献。但是,目前代工企业面临着成本上升的挑战和“低附加值”廉价世界工厂的质疑。

　　面对挑战和质疑,代工企业如何培养竞争优势和增加产品附加值,实现转型升级已经成为目前急需探讨的议题。作为全球第一大电子产品合约制造商,富士康在制造和科技领域兼具优势,但也同样面对成本上升、盈利能力下降、定价缺失等诸多问题。富士康在面对挑战进行转型升级方面具有较强的代表性,也将对未来中国代工模式发展方向产生深远影响。

　　本文选取全球价值链和产业升级作为理论依据,首先对国内外OEM代工模式发展现状、面临的挑战、转型的必要性以及可行性进行分析,在理论分析之后,文章以富士康作为研究对象进行案例研究。在梳理富士康科技集团基本情况以及其OEM代工模式现状的基础上,运用文件检索法,归纳分析方法对其现有代工模式存在的问题进行剖析,针对这些问题,提出可供选择的转型升级路径。其路径包括:通过战略并购,进行价值链垂直整合,涉足原先由供应商占据的材料供应,切入新市场;通过从单纯OEM代工向拥有自有品牌的0BM转变,培育企业核心竞争能力;涉足电子商务,为自有品牌提供线上市场机会,拓宽销售和价值增值渠道,向价值链高端拓展。

　　本文以产业升级理论和价值链理论为理论依据对富士康科技集团OEM代工模式转型升级提出可供选择的发展路径,借此希望对国内其他中小代工企业的转型发展起到一定的参考及借鉴价值。

　　关键词:全球价值链;代工企业;转型升级;

　　Abstract

　　Under the background of economic globalization, OEM (Original EquipmentManufacturer) used to be a effective path for China's export processing &manufacturing business to join international division of labor and global value chain.

　　Such kind of OEM enterprises, represented by Foxconn, has ever made positivecontribution for our country's economic growth and social employment. However,these enterprises are currently facing challenges of rising costs and questions of"Low-value added" world factory. Therefore, in face of challenges and questions, howto cultivate competitive advantages and how to increase the added-value of products,to realize their business transformation and upgrade, is becoming urgent issue toexplore for these OEM enterprises. As the world largest electronic contractmanufacture, Foxconn does have advantages in manufacturing and technology, but aswell it confronts many problems such as rising costs, declining profitability,missingof reasonable pricing,etc. Hence, Foxconn has strong representativeness in facingabove challenges and further conducting business transformation and upgrade; it mayhave a profound impact on the development direction of China's future OEMmanufacturing mode.

　　This paper uses global value chain and industrial upgrade as theoretical basis,and provides related analysis for domestic & oversea OEM mode's currentdeveloping situation, challenges been faced,and necessity & feasibility of businesstransformation. After the theoretical analysis, take Foxconn as the research object todo case analysis, then base on a overview of Foxconn's basic information and itspresent OEM situation,and then gives deep analysis for the existing OEM problemsby Document retrieval method and Inductive analysis method , also it presentsselections of business transformation and upgrading path for the mentionedproblems. The path includes: Set foot in new market by taking over the materialsupplies that formerly occupied by suppliers through strategic mergers and valuechain vertical integration; Cultivate company's core competence by transformationform pure OEM to OBM (Original Brand Manufacturing); Step into e-commerce,toprovide online market opportunities for self-owned brand products, expand sales andvalue adding channels, and develop into the high-end of the value chain;This paper put forward selections of transformation and upgrade path forFoxconn's OEM mode basing on theory of industrial upgrading and value chain, andby this paper, we hope it can be a reference for the business development andtransformation of other small and medium domestic OEM companies.

　　Key words: Global Value Chain; OEM Enterprise; Business Transformation andUpgrade.

　　目录

　　第一章 绪论

　　1.1研究背景

　　1.2研究意义

　　1.3论文内容

　　1.4研究方法

　　第二章相关理论概述

　　2.1全球价值链相关理论

　　2.2产业升级

　　第三章我国OEM的发展现状

　　3.1 OEM发展的国际背景

　　3.2我国OEM发展的国内环境

　　3.3我国OEM的发展阶段

　　3.4我国OEM面临的挑战

　　3.5我国OEM代工模式转型的必要性

　　3.6我国OEM代工模式转型的可行性

　　第四章富士康科技集团OEM代工模式现状及存在的问题

　　4.1富士康简介

　　4.2富士康代工快速发展的原因

　　4.3富士康OEM面临的挑战

　　第五章富士康OEM代工模式转型升级的路径

　　5.1富士康转型升级尝试

　　5.2富士康转型升级策略

　　第六章转型升级战略实施保障

　　6.1有效的组织沟通

　　6.2品牌价值与核心竞争力

　　6.3组织文化建设

　　6.4人力资源管理

　　第七章研究结论与启示

　　7.1研究结论

　　7.2中国OEM产业的启示

　　参考文献

　　致谢