本研究的主要目標為建立適合塑膠成型廠的內包決策流程及導入步驟。近年來環境的變動，讓企業思考策略轉變，相對於原有的外包活動，內包近年逐漸興起，探討如何正確的評估及執行是重要的，但內包的相關研究較少，探討驅動內包的原因及執行方法的研究相對缺乏，因此，本研究探討內包的驅動原因及決策流程，並透過實例導入，驗證內包決策流程的適用性。
本研究提供一套內包決策流程及導入步驟，由企業優劣勢分析開始，並從核心競爭力概念的切入，探討驅動內包活動的因子為何？以建立評估外包活動成效的準則，用於判斷是否啟動內包決策流程。後續透過製程再設計及知識轉移的概念，於企業內部完成內包活動需要的必要準備，讓內包活動的決策及實際導入可以順利進行，避免不必要的錯誤判斷。
實例分析後發現，因為環境的變化，原本外包的活動現在可以發展並成為核心競爭力的一環。透過製程再設計及持續的知識轉移活動，從企業內部既有的能力開發及外界的知識來源整合，企業可以發展出符合未來趨勢的獨特能力及優勢，定期審視外包活動，適當的轉變也將有助於企業的永續發展。本研究結果僅適用塑膠成型廠，部分判斷準則可能不適用不同行業，後續研究可再擴大以應用到更大範圍。

The purpose of this study is to establish a proper re-insouring decision model and the implementation steps. In recent years, the moving environment force the enterprises to change and think if current outsourcing decision correct or not. And also start to consider to re-insource the activities which had be outsourced before. But there is few research about the re-insourcing and the driving force. This study will focus on the re-insourcing driving force and the decision model. Finally hope to apply to more application field.
First, to analyze with core competence concept and SWOT analysis of the target firm to find out the driving foctors of re-insourcing. Second, to setup the evaluation criteria for re-insourcing activities. finally apply the process re-design and the knowledge transfer framework to well setup the re-insourcing decision model for the plastic injection molding company. The model will help to implement the re-insourcing activities smonthly and prevent unnecessary risk.
It was found some activities are related with core competence after environment change thought case study. The enterprises should develop the unique capability base on current status and learn from external resource. The routine outsourcing activities review and the continuous outsourcing or insourcing knowledge transfer process will also help the enterprises to gain the competitive advantage and long-term success. The study is only applied to plastic injection molding company and need to extend the judgement criteria to apply for different scope.

誌謝 i
中文摘要 ii
ABSTRACT iii
目錄 iv
圖目錄 vi
表目錄 vii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 1
1.3 研究方法與架構 2
第二章 文獻探討 3
2.1 外包及內包相關定義 3
2.1.1 外包的定義 3
2.1.2 內包的定義 4
2.2 核心競爭力 5
2.3 策略的轉變 6
2.3.1 導致外包失敗的原因 7
2.3.2 驅使內包啟動的原因 10
2.4 內包決策模式 11
2.4.1 企業優劣勢分析 16
2.4.2 核心競爭力辨識 18
2.4.3 多準則決策方式 19
第三章 內包決策與導入步驟 21
3.1 塑膠成型廠現況簡介 21
3.1.1 塑膠成型廠上下游關係說明 22
3.1.2 塑膠成型廠上下游外包關係說明 24
3.2 塑膠成型廠內包決策架構 25
3.2.1 塑膠成型廠內包決策關鍵因素 26
3.2.2 製程再設計 27
3.2.3 知識轉移導入步驟 28
3.2.4 塑膠成型廠內包決策架構 34
第四章 個案分析 36
4.1 個案公司概況 36
4.1.1 個案公司產品簡介 37
4.1.2 面臨問題敘述 38
4.2 決策架構決定 40
4.2.1 企業的優劣勢分析 41
4.2.2 企業的核心競爭力辨識 46
4.2.3 製程再設計 48
4.3 成本驗證及競爭優勢評估 54
4.4 個案執行結果與討論 59
第五章 結論與建議 62
5.1 結論 62
5.2 建議 62
參考文獻 64

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