台灣塑膠製品公司因應環境衝擊所採行之經營策略研究－以YC公司為例

台灣塑膠製品產業自1960年代發展至今超過半世紀，歷經亞洲四小龍時期的風光一時到現今面對許多不利的環境衝擊，包括：自然資源匱乏須仰賴進口、勞工意識與環保意識高漲使得營運成本增加、推行限塑政策、以及中國劦低廉成本及龐大市場優勢參與競爭，擠壓產業的生存空間等。近年來有許多廠商受不了衝擊而關廠歇業，有的則縮小規模慘澹經營，然而即使面對如此多的衝擊，仍有不少努力經營且績效良好的塑膠製品業者，持續維持著以往的規模。本論文的目的，即在探討過去數十年來面對種種衝擊時，這些企業在經營策略上是如何取捨，才得以成功維持經營於不墜？　　本研究以個案為例，運用層級分析法（Analytic Hierarchy Process, AHP）評估台灣YC塑膠製品公司因應環境衝擊所採行之經營策略，藉由專家訪談方式設計問卷，並對其主管進行問卷採訪，以獲得各項經營策略之權重。　　研究結果顯示：在第一層評估YC塑膠製品公司因應環境衝擊所採行之經營策略，著重於「製造策略」構面，為以降低成本或達成單位產能最大化為最優先之競爭要項，也最容易達到較高的經營績效；而在第二層總體評估指標中「產品策略」獲得最高總體權重，意味著YC塑膠製品公司針對特定市場集中行銷，希望建立客戶信賴，藉此提高公司口碑及客戶忠誠度，以獲得長久合作關係。其餘的經營策略包括人力資源策略、財務策略以及創新策略，在YC塑膠製品公司主管人員的問卷調查與訪談自評中，相較於製造策略與行銷策略，這些策略的權重並非過去數十年來該公司所特別側重並且據以生存的最主要策略。　　雖然如此，過去的成功未必能保證未來不會失敗，面對未來的挑戰，YC塑膠製品公司的經營策略是否還是以製造及行銷為主軸，還是要與時俱進在財務、創新以及人力資源方面進行權重調整，值得進一步觀察與研究。

關鍵字

關鍵因素；層級分析；經營策略；塑膠製品

並列摘要

The plastics industry in Taiwan has been developing since the 1960s, from the time of the prosperous Four Asian Tigers to today, with considerable unfavorable environmental impacts like the shortage of natural resources leading to the reliance on imports. The rising awareness about labor and environmental issues has increased operation costs. The government promotes domestic plastic restriction policies, while China has become a big competitor with the advantages of low costs and a huge potential market, threatening the survival of the industry. In recent years, many manufacturers have been closed as a result of the aforementioned impacts. Some have downsized to survive. However, a lot of plastic manufacturers are still working hard, performing well, and maintaining their original scale despite so many challenges. This study aims to discuss how these corporations have made choices in management strategies and have sustained their business without falling over the past decades. This study takes a case study as an example that aims at applying the Analytic Hierarchy Process (AHP) in assessing YC Plastics Company for environmental impact in Taiwan while the questionnaire is designed according to interviews with the experts and conducts the questionnaire survey on the supervisors to obtain the weight of each management strategy. The results in this study indicate that the first-level assessing YC Plastics Company for environmental impact in Taiwan focuses on the dimension of the “manufacturing strategy”. In order to lower costs or maximizing the throughput as the prioritized competition elements to easily achieve the highest management results. In the second-level assessment, “product strategy” accounts for the highest overall weight, which suggests that YC Plastics Company pay close attention to the concentrated marketing in the specific market. The purpose is to establish the clients’ trust and to increase the corporation’s reputation and client loyalty to ensure long-term cooperation. Besides the obvious manufacturing and marketing strategies, other management strategies may include the human resource strategy, financial strategy, and innovative strategy. Through the questionnaire survey, interview, and self-evaluation of the supervisors of YC Plastics Company, compared with the manufacturing strategy and marketing strategy, these other strategies have not been particularly emphasized, and the company has not depended on them in the past decades. Nevertheless, past success does not necessarily guarantee success in the future. To face coming challenges, further studies may observe and research whether YC Plastics Company should continue to focus on the manufacturing and marketing management strategies or advance with the times by adjusting the weight of its financial, innovative, and human resource strategies.