大環境變革下之台灣木質家具工業經營策略

Management Strategies for Wooden Furniture Industry in Taiwan under the Global Environmental Change

李瑞珍(Ruey-Jen Lee)

《林產工業》 17卷4期 (1998/12) Pp. 801-817

摘要

由於經營環境快速的變化，現階段木質家具工業的經營，應掌握全球經營環境變動的新趨勢，另謀策略，以期永續經營。本研究以策略態勢與行動評估，作為判斷公司適當的經營策略，並以個案公司為研究對象，其結果如下：現階段宜採成本領導策略，行銷導向策略，差異化策略，運籌整合策略，提升品質策略，縮短週期時間等等策略。積極找尋適合企業環境的產品及開發市場，並以設計行銷服務為導向，積極研發新材種或開發原料供應地，以降低材料成本；以國際分工方式，增加海外半成品及成品採購規模，增大接單之彈性以及降低台灣勞力之需求。運用行銷與生產效率作為提昇國際競爭力的基礎，另一方面，必須著手全球性整合規劃與調度，而且加大製造產能的高度彈性化，企業將是一個行銷公司而非製造公司，它將協調生產與分配，因此應積極建立銷售通路，完成上、中、下游產業的垂直整合進而達成產銷一元化，將可靈活調整行銷策略，以提高機會佔有率，因此行銷部門及資金部門應擴大或獨立出來。原先的製造部門將成為支援單位。因此業界應建立國際性的管理優勢，則經營機會必能源源不絕。個案公司1997年稅後純利592,346,000元比1995年稅後虧損3,219,000元的經營績效有顯著效果。因此可知，大環境的變革下，做好策略規劃與行動計劃，發揮公司的核心競爭力，仍然可發揮國際競爭力。

關鍵字

經營策略 ； 企業資源規劃 ； 總週期時間

並列摘要

Due to the fast moving environmental trend, management strategies should be made by carefully monitoring and responding to the environmental change. This study is trying to use strategic position and action evaluation to access a company's management strategies. Case company was also investigated. As a result, the cost-leadership strategy, marketing-orientation strategy, product-differentiation strategy, vertical-integration strategy, quality-promoting strategy, and reducing cycle-time strategy should be introduced in current business condition, to achieve sustainable management. Furthermore, company should make proper products for current market environment, besides aggressively develop new market. In addition, the strategy must be marketing-service oriented. Searching for new raw material suppliers or developing new material could reduce the material cost. Finally, international cooperation, importing parts and order package from the oversea could lead to labor demand reduction in Taiwan. To increase the market opportunities, it is critical to build marketing channel for vertical-integration cooperation. Marketing and financial department in the cooperation should be expanded or independent from other departments. Thus, the department of manufacturing becomes a supporting unit. After adjustments, the net after-tax profit of the case company is $592,346,000 New Taiwan Dollar in 1997, comparing to a deficit of $3,219,000 in 1995. Therefore, making the strategic planning and action plans carefully would lead to a strong leadership in the competitive global market.

並列關鍵字

Management strategy ； enterprise resource planning ； total cycle time