臺灣中游廠商對熱固型聚亞醯胺原料市場轉型之競爭策略研究

Competitive strategy for Taiwanese Manufacturers Facing Transition in Thermoset Polyimide Suppliers' Market

楊春娥(Chun-E Yang)

指導教授 ： 陳達仁

國立臺灣大學/工學院/工業工程學研究所/碩士(2015年)

https://doi.org/10.6342/NTU.2015.10502

摘要

聚亞醯胺為超級工程塑膠，杜邦1960年代取得專利以來，逐漸在各產業彰顯其材料重要性，目前廣泛應用於汽車、航太及電子等產業。聚亞醯胺原料供應商除了杜邦之外，亦有恩欣格、贏創、聖戈班等六大廠，臺灣並無生產原料的能力，原料的供應完全掌握在大廠手中，只能與特定代理商購買。由於原料取得不易，新中游代理商難以進入產業，下游產業也不易取得原料；對於目前的中游代理商而言，原料供應商多有限制，難以將產品深入產業末端。本研究為了解新中游代理商進入市場應與何原料供應商合作，並應採取何種競爭策略，針對原料供應商及中游代理商進行構面分析，並歸納分析結果對產業特質提出對應的策略特質。
在原料供應商分析上，僅有DuPont（杜邦）及EVONIK（贏創）具有產品多樣性及完整的產品線，同是也只有此二家原料供應商具有客製化能力，其他供應商僅能提供標準規格的半成品。杜邦為了品質控制也只提供板棒材原料，相對而言，贏創則提供中游代理商粉末原料，且加工製造後不限定沿用品牌，積極推廣原料，使得贏創在產業中具有較高的彈性，對目前市場而言也具有較高競爭力，且目前贏創在臺灣尚未有授權代理商，新中游廠商可選擇與贏創合作取得原料。此外，觀察目前中游代理商的競爭情形，各代理商多僅代理，不具有加工及製造能力多委外加工，且受限於原料供應商的限制，無法將原料轉成成品積極推入產業。因此，新中游廠商可以此為利基點，將中下游納入目標市場範圍，了解各產業需求，成為最具有競爭力的中下游廠商。
總和來說，整個聚亞醯胺產業為賣家市場，原料廠商對代理商掌握價格，而下游產業對代理商亦無議價能力，此外，目前臺灣並無製造原料能力，在此情況下，新中游廠商與贏創原料供應商組成策略聯盟為競爭策略特質之一，為突破目前困境之方式。另外，具有加工及製造能力並針對生產方式流程等申請專利保護，作為控制市場的工具可以使新中游廠商具有優勢地位，保持市場競爭力。

關鍵字

聚亞醯胺 ； 競爭分析 ； 策略分析

並列摘要

Polyimide was firstly invented by DuPont in the 1960s and now plays an important role in manufacturing. Its semi-manufactures and products are widely employed by different industries, such as vehicles, aerospace and electronics. In Taiwan, there is no company having ability to produce polyimide materials. Hence, these materials are supplied by specific foreign chemical companies via Taiwanese agents. There are totally six suppliers, i.e. DuPont, Ensinger, EVONIK, Saint-Gobain, VTEC and Daelim. Since there are a few material suppliers, it is hard for both Taiwanese agents and manufacturers acquiring polyimide materials. Based on aforementioned description, this thesis establishes suppliers’ and agents’ competitive profiles and provides corresponding competitive strategies for a potential agent to overcome these barriers.
From the established suppliers’ profiles, only DuPont and EVONIK have sufficient product lines and provide customized service for clients. Others only sell their standard semi-manufactured products. It is worth noticing that, even though DuPont sells several products, for quality control, DuPont only provides rods and sheets of polyimide instead of powder. However, in order to promote company’s polyimide, EVONIK sells polyimide powder for manufactures processing. Furthermore, EVONIK is willing to customize products for specific usage to extend products to the industries. Based on the information from the profiles, all measures indicate that EVONIK will be highly competitive in the polyimide market. Moreover, EVONIK does not have an authorized agent yet. Therefore, the potential agents should endeavor to get the authorization from EVONIK.
When further establishing Taiwanese agents’ competitive profiles, this thesis found that all agents now only sell materials but not provide processing and manufacturing service. Hence, these agents do not realize needs from the industries and could not provide appropriate solutions. Providing proper solutions, processing and manufacturing polyimide product to the industries could be a competitive strategy for the potential agent to open polyimide market in Taiwan. Furthermore, filing patents for processing methods and machines could help the potential agents expand the market share.

並列關鍵字

polyimide ； competitive analysis ； strategy analysis

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