上海交通大学硕士学位论文东莞胜美达公司创新人才培育机制研究姓名:王长青申请学位级别:硕士专业:工商管理指导教师:唐宁玉20070128IV,——OEMODMODMOBM1999420062OEMVODMVITHESTUDYONDEVELOPINGINNOVATIVETALENTSINDONGGUANSUMIDAELECTRICSABSTRACTItisauniqueandconstantcoregoalforanyproductivenessenterprisetopursuitcontinuouscompetitivenessinalltheirbusinesstime.Today,thecompetitionamongallthemanufacturingrelatedfieldhasbeenpulledintoanincrediblestageaccompaniedbythetendencyofglobalmanufacturingcentertransferringtoAsiagradually.Alltheenterprisefacehowtobeingbuilduptheircorecompetence.FocusingonthedevelopmenthistoryofPealRiverDeltaindustrialarea,thepaperanalyzedthestagefeaturesandthenpointedoutthatcontinuousinnovationistheuniquesolutiononhowtowinthecompetitioninthisarea.Therebyallmajorindustriesrankedinnovationasoneoftheircompany’stopthreestrategicpriorities.Asarapiddevelopingcompany,SumidaCorporationhasparticipatedinallthecompetitivepracticeprocessofelectroniccomponentfield.FocusedonSumida’soutstandingexperience,thestudyhassummarizedthepowerfulVIIenginedevelopinginnovativetalents,whichwasandisdrivingSumidaCorporationfromsuccesstoexcellenceduringalltheswiftofcoilsmanufacturingtransferstage.Thegreatbusinessachievementofcorporationdependsonthecreativeactionofinnovativetalentsmoreandmore.ThestudyoutlinedSumida’scorecompetencymoduleandthendeducedSumida’sdevelopinginnovativetalentsmodebasedontheanalysisofhumanresourcepractice,innovativedemandrequirement,innovativetalentfeaturesandSumida’sinnovativetalentsstatus.Atthesametime,thepaperalsoexpoundstherelatedsolutionsandapproachonhowtoimprovedevelopinginnovativetalentsaccordingtotheproblematicandinsufficiencyofSumida’ssystemasbenchmarking.Validationisthebasicmethodologyforthisstudy.Theauthor,astheeyewitnessservedforDongguanSumidaElectricsformorethan7years(April1999—February2006),issurprisedinthegreatachievementofherdevelopinginnovativetalentsfromOEMtoODM/OBMupgradingduringtheimpactoflaborforcebalanceattheendof2003.ThecultivatingmechanismhasbeendrivingDongguanSumidaandSumidaCorporationtoreachexcellentachievement.Butitisnotaperfectonethatneedsimprovingforalongtimeinthefuture.Especially,thisisahardworkforanyindustriestobuilduptheirdevelopinginnovativetalentsunderthekeencompetitionVIIIresultfromeconomicglobalizationandglobalmergeupgradingdramatically.ThedevelopinginnovativetalentsinDongguanSumidaElectricsarousedusthatitisthecradletocultivateinnovativetalents.But,thecradleshouldbeestablishedonthebaseofhandlingtheserelationshipssuchastraditionalconceptvs.innovativethoughts,corporationculturevs.organizationalaction,longtermgoalsvs.shorttermoperationandenterpriseresponsibilitiesvs.socialobligations.KEYWORDS:DongguanSumida,innovation,developinginnovativetalentsII2006124III□□“√”20061242006124MBA11.12019972003……1.21.2.1OEMODMOBM1.2.21-1MBA21-1Figure1-1BasicStructureofthePaper1.31234564123(4)MBA32.12.1.1200530TokoSumidaEpcosPulse50%2.1.2/2.1.312/235MBA42.22.2.120066819782004620020052406200419.42%GDP40%50OEMODMOBM200516413522%200516331916.6%15211524.4%2.2.21OEM(OriginalEquipmentManufacture)OEM(OriginalEquipmentManufacture)—OEM2-1MBA52-1Figure2-1CorrelationbetweenProductivityandLaborSurplus2-1OEM1999SABCDOEM/2ODM(OriginalDesignManufacture)OEMOEMOEM(OriginalEquipmentManufacture)ODMSGSBSI1999ISO90013.5%200337%ODM(OriginalDesignManufacture)ODM22BIpPpBf(Ip,Pp)2-1BIp21BPpODM2-2V1V2W1W2ABCDMBA62-2Figure2-2ConsummerSurplusIncrementbyDifferentialStrategy1OEMP4P4P11OEM2PP1θθP12-2B2SABP1θ1SP4BP1θQ12SABP1θ=P2EP1θ*(Cθ)2-3SABP1θSP4BP1θ2-4ODM3OBMOwnBrandManufactureP1P2Q1Q221QPABCDP3P4EMBA7MP3MP4OBMOwnBrandManufactureOBMOwnBrandManufacture—OBM—2-32-3Figure2-3CreativeValueinSupplyChainManagement2-3OAABBE()OEMCOEMODMABP=CP’CDOMBA8Coca-colaOBM2.32.3.1(1)1990187.220057600014.8EMC/EMI(2)1990TDK“”PulseTokosonyEpcos——FetronicMBA9(3)OEMOEM—2.3.2(1)200516413522%16331916.6%15211524.4%(2)MP3MP42.3.3LME20023500200680002.3.420“”2.3.5MBA102.3.62.42.4.1(1)1957—200001934TSE625.3620062006630265.63200625.861285.44EPS126.5420062(2)2006170VOGT(3)195719671971198819912000(4)2-4MBA112-4Figure2-4OrganizationChartofSumidaGroup(SECL)SECLSECLTQM5VPCOO—(SECL)2-52-5Figure2-5StructureofSumidaElectronicsComponentCo.,Ltd/TQMVOGTJensenStelcoMBA12SECL3SECL2.4.2132-12-1:HKD1999199797/98199916653HKD19992005134829HKD4253HKD2.4.3(1)1999166,530,000HKD,1/3TDKCD10971/5(2)20032002100%37%80%83%(3)93949596979899‘00’0102030405Ave8865010286011095012176013565013846014869012852012011011494010697011089098900117488-31028-61727434998412887134311665393828047678150286099425348292600290032003400380038003800360035003500370038003800-642%-128%153.9%206.7%266.9%278.1%344.8%194.3%166.6%140.4%104.1%126.3%88.1%175.5%87.5%94.4%103.6%115.5%117.8%126.6%109.4%102.2%97.8%91.0%94.4%84.2%11.199485%2.2000PY5%3.2003MBA13(4)OEMODM/OBM,OEMODMOBM2.52.5.1OEM“”“”“”“”20“”“”!:2.5.2119921999MBA1422000200321—3570760003200320031B7363OEMODMOBMMBA153.13.1.1199210SUMIDASECL380078.64807(SECL)TQM5—1980ODM19923.1.22-63-1Figure3-1OrganizationalChartofDongguanSumidaElectricsTQMMBA163.23.2.113.58580.65%3-23-2Figure3-2DistributionofOperators’sWorkingYea