在制造型消费类电子行业，这么多年过去了，笔者也算是完整的亲眼见证了台湾整个电子产业从来大陆建厂投资、快速发展、鼎盛时期、到2010年一场金融危机为转折点（主因：市场趋于饱和/产品缺乏创新），然后快速没落的整个发展历程。从中长期看，充分验证了企业贴牌OEM代工其实是很难有出路的，因为品牌方随时有可能更换ODM供应商。他越大，你的风险就越大（看起来今年销售两千万，明年就可能换供应商给你干回两百万），且代工单品利润率理论上还低于自有品牌利润（只能解决一部分产能闲置的问题）。
ODM相对会好一些，除了甲方品牌商自己销售，自己还可以给更多品牌代工，或者推广自主品牌，但相对来说，空间也是有限。因为你一旦给人家代工有钱挣，自己很可能会躺平，习惯于甲方客户自己增长以为是ODM工厂增长（其实这种增长也是完全被动的生意）。
因此，我们ODM/OEM民营企业活下去，活好的理由一定是要在产品设计+制造环节具有比客户/友商保持绝对优势的成本竞争力，并且在供应链物料自采方面增加自采比例，让自己在整个产业链保有一定的话语权。
当前大陆民营企业，消费型电子产业OEM/ODM企业同样也会经历类似这样的发展历程，以近三年疫情为转折点（同样是市场趋于饱和，产品缺乏创新），这是这个产业及商业模式的自然发展规律。
另外，我们的制造型企业只有坚持做自有品牌销售额，才能有持续发展的趋势，无论是一千万还是一百个亿，都是你自己品牌的市场，它不会轻易流失，甚至你自己都不清楚卖哪里了，但不妨碍他它继续增长，这就是品牌渗透率的力量，且品牌渗透率越高，你的品牌产品延展性越强（最大挑战是被对手蚕食或者自己作死出问题），笔者当前所在的企业就是这样的一家具有战略布局成功的伟大企业。
翻译：
A little understanding of manufacturing OEM/ODM enterprises
In the manufacturing consumer electronics industry, after so many years, the author is also a complete witness to the entire development process of Taiwan’s electronics industry from the mainland to build factories, rapid development, peak period, to a financial crisis in 2010 as a turning point (the main reason: market saturation/lack of product innovation), and then rapid decline. In the medium and long term, it is fully verified that it is difficult for enterprises to OEM OEM, because the brand may change the ODM supplier at any time. The bigger he is, the more risk you have (it looks like you sold 20 million this year, and you may change suppliers to give you back 2 million next year), and the profit margin of contract products is theoretically lower than that of private brand profits (only to solve part of the problem of idle capacity).
ODM is relatively better, in addition to the party A brand to sell themselves, they can also give more brands OEM, or promote their own brands, but relatively speaking, the space is also limited. Because once you make money for others, you are likely to lie flat and get used to the growth of Party A customers that is the growth of ODM factories (in fact, this growth is also a completely passive business).
Therefore, our ODM/OEM private enterprises to live, live a good reason must be to have in the product design + manufacturing link than the customer/friend to maintain an absolute advantage in cost competitiveness, and in the supply chain material sourcing to increase the proportion of self-sourcing, so that they have a certain voice in the entire industry chain.
At present, the mainland’s private enterprises, consumer electronics industry OEM/ODM enterprises will also experience a similar development process, with the epidemic in the past three years as a turning point (also the market tends to saturation, product lack of innovation), which is the natural development law of this industry and business model.
In addition, our manufacturing enterprises only insist on doing private brand sales, in order to have a sustainable development trend, whether it is 10 million or 10 billion, it is your own brand market, it will not easily lose, even you are not clear where to sell, but it does not prevent him from continuing to grow, this is the power of brand penetration, and the higher the brand penetration, The more malleable your brand products are (the biggest challenge is that they are nibbled by rivals or have problems themselves), the company where the author is currently working is such a great company with a successful strategic layout.
