全球成衣產業正面臨日益加劇的結構性壓力，品牌客戶對產品開發敏捷性、數位透明度以及永續合規性的要求持續提升。長期處於微笑曲線低附加價值製造端的台灣成衣代工（OEM）廠商，因此面臨重新建構競爭邏輯的迫切挑戰。本研究以台灣某領導性成衣代工企業（Company Alpha）為個案，探討其如何透過數位產品開發（Digital Product Creation, DPC）與3D虛擬打樣技術，從以製造為核心的營運模式轉型為數位服務化模式。

本研究採用質性單一個案研究法，透過半結構式訪談蒐集來自策略、管理與執行層級關鍵受訪者之資料（n = 3），並結合商業模式圖（Business Model Canvas, BMC）、麥肯錫7S架構之軟性要素，以及微笑曲線等理論工具作為分析架構。

研究結果顯示三項關鍵轉變。首先，企業價值主張由傳統成本效率導向，逐步轉向提供決策支援服務。其次，客戶關係透過「反向知識外溢（reverse knowledge spillover）」機制，由交易導向關係演進為協作夥伴關係。第三，關鍵資源由依賴個人隱性知識的人力資本，逐漸轉化為可標準化與可複製的數位資產。

在組織層面，研究發現領導風格可能扮演推動轉型的序列性前置條件（sequential ante-condition）；專業技能則透過分級認證制度被制度化；而製造邏輯與服務邏輯之間的文化張力，仍是最持續且最難克服的轉型障礙。在全球價值鏈（Global Value Chain, GVC）定位方面，Company Alpha 不僅在既有製造節點上實現垂直升級（vertical lift），亦向上游設計共創及下游數位服務領域進行水平延伸（horizontal extension）。

本研究進一步提出一條不依賴品牌所有權、以能力建構為核心的治理轉型路徑，並說明結合微笑曲線、麥肯錫7S架構與商業模式圖作為整合分析框架，能夠有效揭示供應商視角下數位服務化轉型的動態過程與內在機制。

The global apparel industry is under mounting structural pressure, as brand clients increasingly demand development agility, digital transparency, and sustainability compliance. Taiwanese apparel OEM manufacturers, long trapped at the bottom of the Smile Curve, face urgent pressure to reconfigure their competitive logic. This study examines how Company Alpha, a leading Taiwanese garment OEM, transitions from manufacturing-oriented operations toward digital servitization through Digital Product Creation (DPC) and 3D virtual sampling technologies.
Using a qualitative single-case study design, data were collected through semi-structured interviews with key informants across strategic, managerial, and operational levels (n=3), and analyzed through a structured analytical lens combining the Business Model Canvas (BMC), McKinsey 7S soft elements, and the Smile Curve.
Findings suggest three key shifts: the value proposition shifts from cost efficiency toward decision-support services; customer relationships evolve from transactional to collaborative through a reverse knowledge spillover effect; and key resources transition from tacit labor capital to codified digital assets. Organizationally, leadership style appears to operate as a sequential ante-condition for transformation, skills are institutionalized through a tiered certification program, and cultural tension between manufacturing and service logic remains the most persistent constraint. In terms of GVC repositioning, Company Alpha achieves both vertical lift at the manufacturing node and horizontal extension toward upstream design co-creation and downstream digital services.
This study identifies a capability-driven governance transition pathway independent of brand ownership, and illustrates how the combined use of the Smile Curve, McKinsey 7S, and Business Model Canvas as a structured analytical lens can yield process-based, supplier-side insights into digital servitization.

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