台灣的代工優勢隨者工資上漲與代工毛利率下降而消失，代工廠為了維持生計，只好轉型發展自我品牌，卻引起品牌廠商抽單抵制，而影響代工業務。究竟自我品牌是否為OEM必要之路，這是本文探討的目標。雖然發展自我品牌的研究良多，但相關文獻多以實證或個案方式進行，以理論模型應用推導者較少。
因此本文設定製造商領導模式，以Mathematica軟體推導多人四期不合作賽局，分析代工廠決定發展自我品牌的重要影響因素。研究發現製造成本不高時，若製造商有能力自行生產並依此公開此訊息給代工廠，可以遏止代工廠發展自我品牌，所以代工廠在品牌原廠威脅下，不會發展自我品牌。但是當製造成本高時，若代工廠有自己的市場地位，就會發展自我品牌，提升產品的附加價值來賺取利潤，此時製造商只好替換代工廠因應。

The advantage of original equipment manufacturers (OEM) won’t exist any more when the wage increases and the rate of profit of OEM decreases. The OEM tries to develop the private brand product but that will cause the original brand factory to cancel the OEM order. Is it necessary for the OEM to develop the private brand product? This is what we want to discuss. Most of the existing literature focuses on the case study or empirical evidence and there is not much analysis on the private brand with theory model.
This paper studies the strategic selection of OEM to develop the private brand product with Mathematica software under Manufacturer Stackelberg in a four-stage many-person non-cooperative game to find the key factors to develope the private brand. The results show that whether the OEM to develop the private brand or not will depend on the products cost. The OEM won’t develop the private brand when the cost is not high due to the manufacturers’ threat to give up the OEM order. On the contrary, the OEM will develop the private brand to raise the additional value when the cost is high.