筆記型電腦經過十幾年來的發展，技術上不斷的突破，性能上逐漸拉近與桌上型電腦的差距，而製造技術的成熟也讓成本快速的降低，一步一步地擴大市場，達到經濟上的規模，在個人電腦市場的比重也不斷地的增加，有逐步取代桌上型電腦的趨勢。筆記型電腦已經成為台灣最重要的資訊產業之一，台灣筆記型電腦廠商在業務型態上以OEM/ODM為主，出貨量佔全球市場高達九成以上，而在自有品牌的部分，台灣的宏□排全球第三，華碩排全球第九，顯示台灣筆記型電腦廠商的實力已經受到肯定。
然而台灣筆記型電腦廠商也無法抵擋全球化的浪潮，市場競爭日益激烈，面臨產品生命週期越來越短、出貨價格越來越低、市場反應快速與原料價格變動劇烈的挑戰，如何能快速推出受顧客青睞的新產品，將時間基礎競爭的思考帶入新產品開發流程之中，才能將台灣筆記型電腦廠商的競爭力再往上提昇。
本研究所發展的以時間競爭力為基礎的新產品開發評估系統共包含三個部分：第一部分是從系統環境分析開始，藉由對於產業環境與企業本身的分析，規劃出企業的競爭策略。第二部分進行時間基礎競爭之新產品開發關鍵企業流程分析，一方面利用系統工程的思考模式去建構新產品開發的流程，而另一方面則透過文獻歸納出時間基礎競爭的實務方法，找出相關的關鍵成功因素，並藉由關聯性矩陣的分析，決定能夠連結關鍵成功因素的關鍵企業流程。第三部分則是結合平衡計分卡，建構出企業新產品開發策略的策略地圖，由策略目標下關鍵企業流程的績效評估指標去評估企業在新產品開發上的表現，再對績效進行差異分析，針對表現不佳的地方，透過關聯性矩陣表，找出時間基礎競爭行動方案中有關聯性的管理方法，提供企業改善新產品開發流程的方向。

After decades of development and technology innovation, laptop computers gradually can perform as well as desktop computers. With the mature of manufacture skills and economic scale, the laptop industry reduces cost successfully to enlarge personal computer market and gradually replace the desktop computers. Now, the laptop industry has become one of the most important industries in Taiwan. There are two main types of Taiwan laptop manufacturers: OEM (Original Equipment Manufacturing) and ODM (Original Design Manufacturing). Totally, they have over ninety percent market share in the world. In the case of the OBM (Ordnance Bench Mark) manufacturers in Taiwan, Acer ranks third and Asus ranks ninth in the world and both have demonstrated the strength of the Taiwan laptop industry.
However, the Taiwan laptop industry also cannot resist “the wave of globalization”: keen market competition, shorter product life cycle, lower wholesale price, and versatile raw materials price. They need to face the new challenge by applying the time-based competition in new product development and to introduce favorable products rapidly.
This research focuses on the study of the performance measurement system for new product development from the perspective of time-competition. The methodology includes three parts: First, it analyzes the relationship between the industry environment and the company niche to create a powerful competitive strategy. Second, it uses the system engineering methodology to construct a new product development process and also find the key success factors in the time-based competition. Then, by using the relational matrix analysis, the important industry processes relating to key success factors are determined. Finally, by developing the balanced scorecard, a new product development strategy map can be constructed to help the evaluation of the new product development performance and provide the direction for improving the new product development process.

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