當(dāng)今對(duì)于 Windows 8 的種種討論，為科技產(chǎn)業(yè)的許多事再度加上了驚嘆號(hào)：移動(dòng)設(shè)備正改變現(xiàn)有的業(yè)務(wù)模式！ Windoows 8 的早期評(píng)論曾經(jīng)說(shuō)，這款新操作系統(tǒng)明顯針對(duì)移動(dòng)設(shè)備而設(shè)計(jì)，并將終結(jié)傳統(tǒng)PC時(shí)代。 《紐約時(shí)報(bào)》(The New York Times)刊登的一篇文章曾論及將有多少業(yè)界巨擘可能在移動(dòng)業(yè)務(wù)中上演追逐戲碼。英特爾(Intel)較晚加入戰(zhàn)局，如今正積極打造移動(dòng)芯片。PC銷(xiāo)售量停滯不前，因而微軟(Microsoft)將賭注押在 Windows 8 上，以緩解計(jì)算機(jī)時(shí)代的轉(zhuǎn)型。Google不再只是一家搜尋引擎供貨商，它還開(kāi)發(fā)出 Android OS ，并著眼于硬件為導(dǎo)向的新應(yīng)用。此外，還有亞馬遜(Amazon)可能收購(gòu)TI行動(dòng)芯片業(yè)務(wù)，而Google也將進(jìn)軍貨運(yùn)安全業(yè)務(wù)等等。這些公司正跨入在其傳統(tǒng)業(yè)務(wù)以外的新市場(chǎng)，從而對(duì)于供應(yīng)鏈帶來(lái)重大影響。 這些公司看起來(lái)好象正脫離核心競(jìng)爭(zhēng)力的理念。過(guò)去十年前，企業(yè)不斷縮小其專(zhuān)精領(lǐng)域，以期專(zhuān)注于公司最擅長(zhǎng)的技術(shù)專(zhuān)業(yè)。生產(chǎn)產(chǎn)品的制造商專(zhuān)注于制造、發(fā)明產(chǎn)品的公司專(zhuān)注于研發(fā)與IP，而制造芯片的公司則專(zhuān)注于在芯片中嵌入更多功能，并交由制造商生產(chǎn)。軟件公司開(kāi)發(fā)軟件，而硬件公司開(kāi)發(fā)硬件。委外制度就是這種策略模式下的一部份，制造業(yè)務(wù)就交給專(zhuān)業(yè)廠商來(lái)做。 而今，我們看到Amazon、Google與微軟相繼進(jìn)軍硬件業(yè)務(wù)，并為其硬件業(yè)務(wù)尋找新市場(chǎng)。如果你了解每一家公司的布局，你就會(huì)發(fā)現(xiàn)這些策略看來(lái)似乎別具意義。無(wú)論這些公司是否成功或失敗，電子組件供應(yīng)鏈都將在其命運(yùn)發(fā)展中扮演重大影響力。 除了芯片制造以外，Amazon還將必須預(yù)測(cè)市場(chǎng)需求，并在世界各地布局，甚至可能得賣(mài)給競(jìng)爭(zhēng)對(duì)手。Amazon、Google與微軟未來(lái)將持續(xù)面對(duì)的壓力是開(kāi)發(fā)出更好、更快且成本更低的新產(chǎn)品。他們還必須選擇供貨商以及掌握組件的品質(zhì)管控。他們必須監(jiān)督伙伴以避免遭到勞工與環(huán)保團(tuán)體的指控，他們還必須提高 產(chǎn)品實(shí)體進(jìn)展的效率，以及探索我們前未想過(guò)的產(chǎn)品創(chuàng)新。 從過(guò)去幾年來(lái)，我們已經(jīng)學(xué)習(xí)到的是──任何事都可能發(fā)生。一家曾經(jīng)是其主打產(chǎn)品代名詞的公司(如諾基亞手機(jī)、 RIM Blackberry 以及 HP 計(jì)算機(jī))，后來(lái)卻陷入困境。一家搜尋引擎供貨商也能開(kāi)發(fā)出十分成功的行動(dòng)操作系統(tǒng)平臺(tái)。蘋(píng)果(Apple)因?yàn)楣┴浬痰膭诠?wèn)題而受牽連。還有，垂直整合再度成為流行趨勢(shì)。 對(duì)于像Amazon、Google與微軟等硬件領(lǐng)域的新競(jìng)爭(zhēng)廠商來(lái)說(shuō)，隨著業(yè)務(wù)的進(jìn)展，供應(yīng)鏈將變得更為重要。對(duì)于這些OEM而言，如今的業(yè)務(wù)模式已不同于過(guò)往，同時(shí)，這也為供應(yīng)鏈帶來(lái)了巨大商機(jī)。 本文授權(quán)編譯自EBN Online，版權(quán)所有，謝絕轉(zhuǎn)載 編譯：Susan Hong 參考英文原文：The End of Business as Usual，by Barbara Jorgensen, EBN Community Editor

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{pagination} The End of Business as Usual Barbara Jorgensen All the buzz about Windows 8 has put an exclamation point on something many in the technology industry already knew: Mobile devices are changing business models. Early reviews of Windows 8 say that the OS is clearly meant for mobile devices, and that PC users are going to have a hard time moving away from the desktop. The New York Times published an article today on how many industry behemoths seem to be playing catchup in the mobile business. Intel was late to the party and is now building mobile chips. PC sales are lagging, so Microsoft is betting on Windows 8 to ease its transition away from pure computing. Google, no longer content being a search engine provider, has developed the Android OS and is looking at new uses for hardware. These and other companies are entering businesses that are nontraditional for them, and the implications for the supply chain are significant. Last week, EBN featured several stories that highlight this shift. They covered such topics as the possibility of Amazon buying a chip company, whether the PC is being replaced by the smartphone, and Google's entry into the cargo security business. Companies seem to be moving away from the idea of core competency. A decade ago, businesses were narrowing their areas of expertise to focus on what they do best. Companies that built stuff focused on manufacturing. Those that invented stuff focused on R&D and IP. Those that made chips focused on embedding more functions on to a chip and left the manufacturing to fabs. Software companies developed software, and hardware companies developed hardware. Outsourcing was a key part of this strategy, and manufacturing was left to the experts. Now we have Amazon, Google, and Microsoft entering the hardware business and finding new markets for that hardware. If you read the business case each company lays out, these strategies appear to make sense. Regardless of whether they succeed or fail, the electronics supply chain will play a big role in their fate. In addition to manufacturing chips, Amazon will have to forecast demand for them, move them around the world, and possibly sell them to its competitors. Amazon, Microsoft, and Google will be under continuing pressure to release products that are better, faster, and less expensive. They will have to select and qualify suppliers. They will have to vet manufacturing partners to avoid accusations of labor and environmental abuse. They will have to increase efficiencies in the physical movement of their goods, and they will have to explore options we haven't even considered yet. If the last few years have taught us anything, it's that nothing is too far-fetched. Companies that were once synonymous with their products (Nokia with mobile phones, RIM with BlackBerry, HP with computers) are stumbling badly. A search engine provider developed a wildly successful mobile operating platform. Apple got a black eye for, of all things, worker abuse. And vertical integration is trendy again. Companies such as Amazon, Google, and Microsoft are new to the hardware game. If anything, the supply chain will become more important to them as their business models evolve. For these OEMs, it's no longer business as usual. And that's a huge opportunity for the supply chain.