個案教室
■ 許文宗、于卓民
Cooperative Relationship
between Feng Tay and Nike
Feng Tay Enterprise Co. Ltd. is one of the major Original Equipment Manufacturers (OEM) of Taiwan. Since 1976, when Nike was in its startup years, Feng Tay began a cooperative manufacturing agreement with Nike. In the athletic footwear OEM market, large companies usually adopted Single OEM Models which authorized a single manufacturer in the production of its products to avoid the risks of counterfeiting. As Nike's global market shares grew, Feng Tay used its OEM agreement in reverse as its core strategy to maintain its business with Nike.
After a long period of cooperation, Nike began expatriating its specialists to Feng Tay for in-depth training. In the mean time, Nike and Feng Tay also established an Asian athletic footwear research center. Furthermore, Feng Tay began to develop its production lines in China, Vietnam and other countries. By the time Nike decided to develop its ice-skating footwear business, Feng Tay also launched a skate production line for new manufacturing technology to meet the production demands of Nike. With the advent of the Internet and then the popularity of online shopping, Nike allowed Feng Tay to handle its Internet orders due to the close business relationship under its Single OEM Model.
For many years, Feng Tay manufactured high-end athletic footwear products for Nike. Thus, Feng Tay adopted a strategy focusing on manufacturing, product design and technological innovation. In contrast, Feng Tay put extra efforts neither on diversification nor vertical integration in materials. Feng Tay developed its business aligned with the growth of Nike and kept a close cooperative relationship with Nike.
Cooperative Relationship
between Pau Chen and Nike
The Pau Chen Group had a manufacturing contract with Adidas under the Single OEM Model, and this model was adhered to until the late 1980s. Due to decreasing sales of Adidas products, Adidas could not provide optimal orders to maintain economies of scale to Pau Chen. Because of this, Adidas had to accept Pau Chens' taking OEM orders from other companies. To innovate the Single OEM Model, Pau Chen adopted a manufacturing segregation strategy to acquire trusts among each of its customers.
A cooperative relationship between Pau Chen and Nike began in 1989. In the beginning, because of Pau Chen's Multiple OEM Model, Nike placed orders to Feng Tay primarily. Nike only place orders to Pau Chen with low unit price products or placed orders when Feng Tay was overcapacity. Then in 1997, due to Pau Chen's had outstanding research and development skills, Nike switched their OEM order for the Air Jordan series to Pau Chen (Air Jordan versions 1 through 12 were manufactured by Feng Tay; Pau Chen was assigned to manufacturers Air Jordan version 13).
The growth strategy of Pau Chen was impacted by its Flexibility management philosophy. In additional to explore new and to diversified customers, Pau Chen worked on supplier integration. Through franchising cooperatives, strategic alliances, and other business models, Pau Chen dominated raw materials procurement; quality control and shorter production lead times. This type of integrated vertical upstream and downstream cooperative relationship is difficult to duplicate or be replaced by other competitors. Pau Chen's Multiple OEM Model enables it to achieve top production ability globally; while its economies of scale advantage is obviously superior to other competitors.
豐泰與Nike合作關係
豐泰是國內高級運動鞋主要代工廠商，在1976年當Nike規模尚小時豐泰便與其合作。在運動鞋國際代工市場上，國外品牌大廠為避免委外代工風險，如產品設計機密洩漏，常要求代工廠商採取獨家代工模式。
由於Nike在國際市場佔有率不斷成長；豐泰為緊抓住Nike，便以單一代工模式為其策略主軸。
在雙方進行合作後，Nike便開始派遣技術人員到豐泰進行輔導，並與豐泰合資成立Nike亞洲區運動鞋研究開發中心。
另外為配合Nike多國出貨之需求，豐泰到大陸、越南等地設立工廠。
其次當Nike有意進入溜冰鞋市場時，豐泰也設立生產線，開發新技術以因應其需求。隨網絡購物的風潮，由於豐泰採取獨家代工模式與Nike關係較為密切；且本身在產品開發與設計的技術精湛。豐泰成為Nike網路訂單指定出貨廠。
長久以來，豐泰以生產Nike高單價的運動鞋產品。因此，公司的策略便專注在製造、產品設計及技術創新上，沒有在鞋材方面進行太多多角化或垂直整合，而整個公司的成長也幾乎是配合著Nike來成長，並與Nike維持緊密的合作關係。
寶成與Nike合作關係
寶成原先是與Adidas合作，這種單一供應關係一直維持到1980年代末期，由於Adidas面臨銷售萎縮壓力，無法提供足夠訂單給寶成，只好同意寶成接受其他品牌商的代工訂單。
為打破單一代工模式，寶成採取品牌隔離作業模式，以取得各大品牌商信任。寶成與Nike的合作始於1989年，不過因寶成採取多家代工模式，Nike的訂單主要先交由豐泰生產，豐泰產能不足或單價較低部分才交給寶成代工。直到1997年左右，由於寶成優越的開發技術，使得Nike將過去Jordan系列的籃球鞋轉由寶成代工製造（Air Jordan 1到12代是由豐泰負責；第13代以後則轉由寶成代工）。
寶成的成長策略主要強調做事「自在」的經營理念所影響；除了開拓多元客戶外，為掌握原物料來源，因此寶成集團已逐步往上游整合。
藉由與上游業者進行合資、策略聯盟等方式，使其在原物料品質掌控，及縮短作業前置時間上有很大優勢。這種與上游廠商盤根錯節的合作關係，更是一般競爭者難以模仿及取代。
寶成採多家客戶代工模式下，其產能為全球第一，在規模經濟優勢上也明顯高於同業。
（Wen-Tsung Hsu is an assistant professor of Graduate School & Department of International Business , Ming Chuan University and
Joseph Yu is a professor of Department of Business Administration, National Chengchi University）
（作者是銘傳大學國際企業學系助理教授、政治大學商學院企業管理系教授）
【2005/06/19 經濟日報】
個案解析
■ 許文宗、于卓民
【Discussions】
1. What are the OEM management strategies and advantages of these two companies
2. What are the strengths and weaknesses of the Single OEM Model and Multiple OEM Model
【Analysis】
1.Feng Tay and Pau Chen adopted two different OEM strategies. Feng Tay used a Single Customer Strategy, expended its business with a major customer, and developed multiple cooperative relationships with Nike. This close cooperation benefited Feng Tay on winning new orders and technology transference significantly. Thus, Feng Tay maintained its advance on footwear production in the past several years. Pau Chen's operation strategy was obviously influenced by its "Flexibility" management philosophy; in addition to manufacturing for multiple customers, Pau Chen has better performance on raw material integration, designing techniques, speedy supplies, and product qualities than other competitors.
2. Under the requests of global large companies, many OEM manufacturers have no options but to maintain Single OEM business models as their operations strategy. The advantages of this model are easy to gain customers' reliance, technology transfers, advanced order privileges, information sharing, etc. In contrast, due to the restrictions of a Single OEM business Model, taking customers' reactions into consideration restricts these contract manufacturers' strategies. Hence, a manufacturers' self reliance is affected and price bargaining powers for goods are reduced. Moreover, the OEM business fluctuates as the customers' business does. Those who adopt Multiple OEM business models are in reverse. Thus, which model should a contract manufacturer adopt It depends. In addition to taking a self-reliant philosophy into consideration, internal and external circumstances and restrictions are also influential factors. If the manufacturers are not mature on manufacturing techniques, the Single OEM Model can bring in new technologies. As the manufacturers are competitive on internal techniques and external challenges, Multiple OEM Model not only benefit self-reliance on strategies decided, but diversifies the risks of a Single OEM business model.
【討論問題】
1. 豐泰與寶成在國際代工的經營策略與優勢各為何？
2. 單一客戶的代工合作模式與多家客戶的代工合作模式，各有何優缺點？
【評析】
（一）豐泰與寶成的代工策略基本上是兩種截然不同模式，豐泰採取單一客戶策略模式，緊密跟隨主要客戶的成長，並與Nike發展多重的合作關係。這種緊密合作關係，使其在新訂單取得與技術移轉都有明顯效果，進而使得豐泰過去在製鞋技術上維持一定的領先優勢。
寶成經營策略則明顯受到「自在」的經營理念影響。除了採取多家代工充分發揮規模經濟優勢外，其對鞋材上游之整合使其在設計、供貨速度及品質上優於同業。
（二）在國際品牌大廠的要求下，許多代工廠被迫須維持單一客戶代工模式。此模式優點主要是較能取得客戶信任，進而使其在技術移轉、優先下單、資訊分享等較有優勢。相對的，由於受限於單一客戶，許多策略活動之進行便須考量客戶動作，因此缺乏策略自主性，降低本身議價能力。甚至有時當客戶經營不順時，代工廠業績也會因此大受影響。
多家代工模式則與上述相反。至於，廠商應採取單一或多家代工模式？除了受本身經營理念影響外，內部與外部環境的限制可能也是主要因素。若本身有許多技術能力不足，須向國外客戶學習時，採取單一客戶代工模式或許較有優勢；當公司能力不斷提升、較有能力因應外部挑戰時，採多家代工除了使其策略自主性較高外，也有助於公司分散單一客戶所帶來的風險。
【2005/06/19 經濟日報】
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