早從民國五十五年，行政院國際經濟委員會成立「中小企業輔導工作小組」開始，中小企業就成為我國推動經濟建設的主要方向。時至今日，即便是面對所謂高科技產業的IC工業，國內的企業體依舊是以中小企業的規模去競爭整條IC產業鏈的市場。相較於日、韓等強大對手的挑戰，國內的企業所倚之為靠的，就不能再僅僅只是大衛對抗巨人的勇氣，更重要的是利用建構組織結構的完整性與協調鞏固產業鏈結上下游的關係，來增進組織的競爭力。。

基於此，本論文嘗試以國內高科技產業之龍頭-IC產業與影像顯示產業為範疇，針對這樣一個高度專業化分工、高度垂直整合的“鏈與鏈競爭“之企業環境，討論生存於其中不同階段的各企業體，對於製造部門主管的需求與認知，是否有所不同。並冀望從中找尋，製造主管在整條供應鏈中所?篝t的「功能性的角色」，以幫助企業在投入整個市場競爭之際，對於組織結構在「製造部門」與「製造部門主管」的設計上，能夠有其完整性；以嚴謹、靈活而又功能完備的組織迎向對手的挑戰。

從資料的收集與分析上來看，我們赫然發現，這幾年在台灣一直大行其道的半導體產業，竟大多沒有設置類似【總廠長】或是【總生產長】的職務來總理生產相關的一切事物。相較於我國的製造業皆設有或許稱謂不同，但是遂行任務無異的職位，顯然半導體業的組織結構，與我們認知上的完整結構大不相同。我們猜想，這或許是IC產業在進行高度專業化分工與垂直整合的過程中，將非核心競爭力部份外包所導致的結果。

然而，這樣的組織結構是否為一個合理的模式？如此一個在傳統製造業上相當重要的職務，是否真能透過專業化分工的過程而被瓜分取代？會不會有一些原本非由【總廠長】來作的工作，在這個模式中消失不見，而這樣的一個工作卻是組織在工作績效的表現上無可取代的？又或者是，這一些工作已經以另外的一種形式存在於組織的其他部門，而這樣的一個劃分，與原有的組織結構比較起來，究竟孰優孰劣？這種種問題，都是組織所無法規避而必須有效回答與解決的。

透過文獻的整理與資料的收集，我們將以【製造主管之功能性角色】、【供應鏈之鏈結性角色】與【產業垂直整合模式】等三個維度去探討製造主管的角色與組織需求間的關係。並且以發展問卷的形式輔以統計方法，來驗證本研究的信度與效度，以增進本研究的實質價值。

經由本次研究回收之有效問卷發現，在高度整合的產業環境中，相關之上下游產業認同高階製造主管其製造背景的專業能力對於不同組織（部門）間衝突的協調，以及其對於供應鏈關係之促進，是具有正向的幫助；然而更因為製造部門直接決定了企業的核心競爭力，使得高階製造主管這個角色之衝突協調與供應鏈結功能，將成為我國高科技產業在組織設計上不可或缺的重要關鍵。

Since 1966 when the International Economic Collaboration Committee, Executive Yuan established the Small and Medium Enterprise Guidance Team to handle matters relating to the provision of loans to meet small and medium enterprises' working capital and other needs, "small and medium enterprises" have become the major part of policy in Taiwan's economic construction. Up to now, even when we face the so-called "High Technology Industry" such as IC industry, most of our corporations still treat themselves as small ones and compete with the whole market of high-tech industry chain consisting of puissant rivals like Japan, Korea and USA. Under such circumstances, all we need is not only much more courage but also more organizational competitiveness by building complete organizational structure to consolidate the relationship between other corporations in our supply chain.

Based on it, in this thesis we try to focus on the IC industry and the TFT-LCD industry in Taiwan because the corporations here have some unique characteristics like higher level of specialization and vertical integration, and to discuss whether there exists something different in top manufacture managers in different positions of the HIGH-TECH industrial chain. We hope to find some Key Success Factor (KSF) to help our corporations to design more complete manufacture department so that they can take advantage in facing their rivals.

After analyzing the data we collect, we discover that the structure in IC industry is quite different from that of the traditional manufacturing. Most of the corporations in IC and TFT-LCD industry do not have a position like 'chief director' in traditional manufacturing to take charge for all affairs relating to the manufacture. However, is that kind of structure integral? Are there some important functions ignored?

Through literature search and filing, we are going to use three different dimensions, namely, manufacture function, supply chain promotor, and vertical integration to debate the relationships between organization needs of top manufacture managers.

As the results show, we believe that in high level vertically integrated environment, most of corporations agree that manufacture manager with his expertise not only can indeed reduce the conflicts between organizations, but also can reinforce the supply chain relationship. Since manufacture department directly determines the core competitiveness of a corporation, the top manufacture manager we discuss has become the KSF in designing organization for our High Technology Industry.

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