臺灣營造產業經營管理策略之研究
－以R公司為例

近年來，由於公共工程建設以及私人住宅市場飽和，已經開始有部分營造廠商在工程領域的事業推進不易，促使業者開始有尋求其他業務發展之動機，也開始對於非工程領域業務之拓展漸趨積極。當前臺灣工程環境乃至於營造業營運情勢面臨營造廠商本身受限於人力短缺、資金短絀等結構問題，也面臨科技運用、同業競爭、公共工程市場有限之問題，加上工程服務海外輸出是相當不容易的，因此從策略的角度進行分析，這對於營造產業廠商而言，是當前解決經營管理最迫切的問題。因此，本研究基於前述事實上的現況，研究之動機著眼於達到營造公司策略轉型與發展之前提，以位處於新時代環境的R營造公司為做為分析物件，經由環境定義分析、內部資源與外部優勢劣勢分析，並佐以戰略管理的總體思維與分析之架構，嘗試探討出未來營造公司轉型之運營方面之管理與策略擬定，並藉由實務分析，提出同業可參考或延續進行研究之基礎。本研究建議短期策略為「短期集中差異化策略」，以及「優化工程項目管理」。長期策略則為「運用口碑拓展高附加價值的市場」，以及「發展多角化事業管理能力」。本研究並根據探討之內容，探討數種可以操作，亦可在現實執行之方案，這些研議對於經營管理者，或者學術研究者，在分析策略或運營時，是具有實作參考價值的資料。

關鍵字

營造產業；五力分析； SWOT分析； PEST分析；策略選擇

並列摘要

In recent years, due to the saturation of the public engineering construction and the private residential market, some construction manufacturers have begun to make difficult progress in the engineering field, prompting them to seek other business development motives, and they have begun to become more active in the expansion of non-engineering business. At present, Taiwan engineering environment and even the construction industry's operating situation are facing structural problems such as the shortage of manpower and funding shortfalls of the construction industry itself, but also the problems of technology use, industry competition, and limited public engineering market. In addition, the overseas export of engineering services is quite It is not easy, so discussing the management of the future construction manufacturers from a strategic perspective is an issue that needs to be solved urgently. Therefore, this research is based on the aforementioned factual situation. The motivation of the research is to achieve the strategic transformation and development of the construction company. Through strategy management and analysis procedures, take R construction company as an example. The SWOT analysis and subsequent series of strategic management analysis procedures try to explore the management strategies of the future construction company transformation, and provide the analysis results as a reference for related follow-up research or practical development. The short-term strategy proposed in this study is the “short-term centralized differentiation strategy” and “optimizing project management”. The long-term strategy is to "use word of mouth to expand high value-added markets" and "to develop a diversified business management capability." This research also explores the feasibility of the implementation of feasible strategic solutions based on the content of the discussion, for future relevant academic research or as an operator, thinking about practical operation reference recommendations for operating strategies.