一向以代工自豪的台商，競爭優勢逐漸被中國大陸取代，企業為了永續經營，開始轉型自創品牌，然而轉型過程卻也受到許多挑戰。本個案富比積國際有限公司是一家服飾公司，主要以替歐美國家知名服飾品牌代工及布料生產為主，面對中國成衣工廠的競爭，公司很難得取得大量且持續的訂單。 經營團隊為了破除困境，善用本身資源基礎與條件，改變公司經營型態，轉以網路作為經營平台，本研究藉由了解個案公司經營現況，剖析富比積公司如何在有限資源基礎與條件下，如何由OEM轉型為OBM，並成功轉換核心能力。本研究發現以OEM轉型為OBM時，企業資源及文化資源對於形成廠商OEM價值鏈生產及採購等企業能力所形成之核心能力較為重要。實體資源與智慧資源在廠商轉型成OBM後對於形成管理及行銷等企業能力成為重要的核心能力已有助益。研究結果可提供未來要從OEM到OBM自創品牌廠商參考。

Taiwanese enterpriseshave beenvery proud of their OEM business. However, their leading position on OEM business has been gradually replaced by Chinese enterprises. In order to maintain everlasting business, Taiwanese enterprises begin to change their business mode from OEM business to creating their own brand names. They are facing a lot of challenges during the change of business mode.FPGInteration Co. Ltd. is a typicalgarment OEM company. Their orders are mainly from Europe and US market. Facing the competition from Chinese factories, FPG-Style can barelyto get big and stable orders from buyers. To break through the difficult business position, the management team of FPG-Style makes good use of its ownexisting resource to change its business mode and use the internetplatform to create its on-line business. In this research, we will analysis how FPG-Style uses itslimited resource to change its business mode from OEM to OBM, and how to gain their core competence successfully. From this study, we found that how to build the core competences from the resources of the enterprise are more important in OEM business which includes the culture elements. The value-chain from the main stream of procurement to sub-stream of FPG-Style structures should be researched. The research found the successful key factors are improving their physical and know-how resources from its management and marketing abilities in OEM-OBM enterprises. This study report is a reference for the manufacturers who want to change the business mode from OEM to OBM.