從交易成本理論探討中衛體系在平面顯示器產業之適用性

Investigating the Applicability of Center-Satellite System in Flat Panel Display industry from the Transaction Cost Theory

吳志一(Chih-I Wu)

指導教授 ： 莊正民

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2014年)

https://doi.org/10.6342/NTU.2014.01256

摘要

台灣的平面顯示器產業近年來面臨相當大的挑戰，這與其產業特性如資本密集、技術密集、產品生命週期短、價格競爭等有關之外，其他如缺乏品牌出海口等弱點也有相當大的影響。每當台灣的科技業遇到困境，cost down似乎就成了唯一的選項。當然，降低成本本來就是各行各業都應該，也必須持續做的事情，然而以七十年代的汽車業為例，美國的三大車廠和供應商之間「交易買賣」的供需關係和日本豐田汽車「共存共榮」的中心衛星工廠制度就是截然不同的理念。目前平面顯示器產業仍是台灣的重點發展產業，在供應鏈方面該如何進行管理，實有加以探討之必要性。因此本研究擬以交易成本理論的觀點出發，以台灣某公司進行個案研究，探討中衛體系在平面顯示器產業進行供應鏈管理之適用性及可行性。

經過探討之後，發現台灣的中衛體系缺乏像日本那樣大型的領導者。以個案公司而言，其在中衛體系裡無疑是扮演著中心廠的角色，對於協力廠商擁有強大的支配力，然而除了集團內公司之外，與其他供應商並未特別建立信任關係，而僅僅是由交易和買賣組成的供需關係。再以交易成本的角度來看，集團化（內部化）的初衷當然是希望能夠降低成本，然而透過實務研究發現，集團化的結果，可能有效降低某些交易成本，但卻可能增加另一些交易成本，甚至在某些特殊考量下，直接購買成本也可能增加，也排擠了集團外供應商的生存空間，對整體產業來說可能是弊大於利的；再者，台灣廠商通常追求直接採購成本最低，卻忽略了總成本最低。供應商關係對於企業而言，理應是無形的資產，而不是成本或費用，但鮮有企業願意在這方面投資；最後，由於單一企業的資源有限，包括資金、人才、專利…等，因此產業結構越複雜，中衛體系越有其適用性。

關鍵字

交易成本理論 ； 中衛體系

並列摘要

Taiwan's FPD industry is facing considerable challenges in recent years, which is relevant to its industrial properties, such as capital-intensive, technology-intensive, short product life cycles and price competition and so on. Besides, such as lack of brand support and other weakness also have considerable impacts. Whenever Taiwan's technology industry encountered difficulties, cost down seems to be the only option. Of course , lower costs becomes a necessary and continuous assignment for each industry, however in the 70s automotive industry, for example, the supply-demand relation of "trading" between the United States top three auto companies and their suppliers, and that of "coexistence and co-prosperity" between Japan’s Toyota and its corporate synergy system is totally different. Currently FPD industry remains Taiwan's focus on the development of industry, and how to manage the supply chain, would leave so much to discuss. Therefore, this study intends to propose the point of view of transaction cost theory, via the case of a company in Taiwan to examine the center-satellite system in the FPD industry, the applicability and feasibility of supply chain management.

After discussion, it is found that the center-satellite system in Taiwan is lack of huge leader as in Japan. In our case company, it plays a central role in its center-satellite system and has a strong dominance, however, did not specifically establish trust relationships but only the supply and demand relation of trading with other suppliers outside the group. Then, the transaction cost perspective, the initial intent of conglomeration is to reduce costs, but through practical study, we found that the results of conglomeration may reduce some transaction costs, but it may increase some other transaction costs, and in some special considerations, direct purchase costs may increase, but also squeeze suppliers outside the group, it may be more harm than good for the whole industry; Furthermore, Taiwanese companies usually seek the lowest direct procurement costs , but ignored the lowest total cost. Supplier relationship should be invisible assets rather than costs or expenses for an enterprise, but few companies are willing to invest in it. Finally, as a single enterprise with limited resources, including funds, manpower, patents, ... etc., so the more complex the structure is, the more center-satellite system shall apply.

並列關鍵字

Transaction Cost Theory ； Center-Satellite System

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