台灣傳動元件廠商之經營發展策略分析：以上銀科技公司為例

The Corporate Strategy Analysis of Taiwan Transmission Component Manufacturers：A Case Study of HIWIN

黃靖雯(Ching-Wen Huang)

指導教授 ： 詹文男

共同指導教授 ： 陳忠仁(Chung-Jen Chen)

國立臺灣大學/管理學院/商學研究所/碩士(2021年)

https://doi.org/10.6342/NTU202101492

摘要

上銀科技（HIWIN）於1989年10月成立，為台灣第一家機械製造商，近年於全球經濟為逆境環境之下，利用內部優異的研發能力與品牌實力，展現優異的表現成果，成為世界第二大線性滑軌製造商。
　　在全球傳動元件產業中，面對著現有競爭者日本大廠THK、NSK強而有力的研發技術與資源能力，上銀科技仍然保有成長動力與進步空間，根據本研究分析結果，上銀科技透過深化現有產品，以及開發貼近市場轉型需求之新產品，成功提升產品與其應用市場之市占率，使上銀科技穩定成長。
　　為研究此議題，本研究從目的與問題的確立，擬定研究方法與流程，緊接蒐集相關文獻以了解產業競爭、事業組合等相關理論。再藉由蒐集產業與個案分析所需初級與次級資料分析與探討。最後，本研究針對整體分析結果，對於個案公司與競爭者之競爭狀況，以及未來產業轉型之策略應對，提出以下之結論與建議。
　　針對本研究歸納出的五項產業關鍵因素為，產業競爭結構、產業需求狀況、產業退出障礙、產業產品差異化程度、客戶的轉換成本高低，展現出產業具有較高度的吸引力。同時也透過資源與能力分析，比較競爭者之能力強度差異，於研發能力來說，上銀科技因擁有高研發於占營收比、專利數目以及研發費用於產品配比粗估，證實具備良好的研發競爭力；於全球管理能力來說，上銀科技雖擁有較少生產據點，但是從固定資產周轉率可以得知，依然有良好的製造效率創造具出有競爭力的產品產值，進而顯現上銀科技有全球管理能力；於市場策略規劃來說，即為上銀科技的劣勢項目，應加強整體事業群之籌劃進一步取代單一產品策略，以求更完善之產品佈局；於客戶黏著性來說，在擁有高品質、高精度產品之下，再搭配上銀科技獨特的機電整合能力，為客戶提供一套完全產品與服務，成功創造良好的客戶忠誠度；最後，傳動元件產業因具備高資本與高技術密集特性，讓潛在競爭者的進入門檻高，使上銀科技更能專注於優化企業能力與規劃未來策略。
　　本研究最終以兩種策略建議提供給上銀科技，分別為其一，維持現有產品領先地位，佈局新產品動力；其二，維持高科技設備與工具機市場，加強新事業體能力。面對轉型中的產業，市場中將不斷出現嶄新需求需要被滿足，上銀科技應持續挖掘適合自身資源與能力之新產品做發展，並且將公司策略改為個別事業體角度做規劃，以完善規劃整體事業佈局，創造更好的收益。

關鍵字

傳動元件 ； 上銀科技 ； 五力分析 ； 核心能力 ； 競爭優勢 ； 經營策略

並列摘要

HIWIN was established in October 1989. It is the leading machinery manufacturer in Taiwan. In recent years, under the adversity of the global economy, it has used its excellent R D capabilities and brand strength to demonstrate outstanding performance results and become the second-largest manufacturer of the linear guide.
　　In the global transmission element industry, facing the strong R D technology and resource capabilities of existing competitors, THK and NSK, HIWIN still retains growth momentum and room for progress. According to the analysis results of this research, HIWIN has adopted deepen existing products and develop new products that are close to the needs of market transformation, successfully increasing the market share of products and their application markets, and enabling steady growth of HIWIN.
　　To do research on this topic, I establish the purpose and problem, formulates research methods and procedures, and then collect relevant literature to understand related theories such as industrial competition and business combination. Then analyze and discuss by collecting primary and secondary data needed for industry and case analysis. Finally, based on the overall analysis results, this research puts forward the following conclusions and recommendations regarding the competitive situation between the company and its competitors, and the strategic response to future industrial transformation.
　　The five Key Success Factors summarized in this research are the structure of industrial competition, the state of industrial demand, industrial exit barriers, the degree of industrial product differentiation, and the level of customer switching costs, showing the industry’s high degree of attractiveness. At the same time, through resource and ability analysis, we compare the differences in the strength of the competitor's ability. In terms of R D capabilities, due to HIWIN’s high R D revenue ratio, the number of patents, and a rough estimate of the R D expenses by the product, HIWIN proves that it has good R D competitiveness. In terms of global management capabilities, HIWIN has relatively fewer production bases, but from the turnover rate of fixed assets, it can be known that there is still good manufacturing efficiency to create a competitive product output value, which in turn shows that HIWIN has global management capabilities. In terms of market strategic planning, it is the inferior point of HIWIN that should strengthen the planning of the overall business group and further replace the single product strategy to achieve a more complete product layout. In terms of customer engagement, with high-quality and high-precision products, HIWIN should improve its abilities matched with the unique mechatronics capabilities which provide customers with a total solution for products and services, further successfully create good customer engagement. Finally, the transmission element industry has high capital and high technology-intensive characteristics, which makes potential competitors have a high barrier to entry. HIWIN could focus more on optimizing corporate capabilities and planning future strategies.
　　This research finally provided two strategic suggestions to HIWIN. One is to maintain the leading position of existing products and to deploy new product power; the other is to maintain the market for high-tech equipment and machine tools, also strengthen the capabilities of the new business group. In the face of transforming industries, there will continue to be new demands in the market that need to be met. HIWIN should continue to explore new products suitable for its resources and capabilities for development and change the company’s strategy to the perspective of individual business groups to improve the overall business layout and create better returns.

並列關鍵字

transmission component ； HIWIN ； five-force analysis ； core capabilities ； competitive advantages ； business strategy

參考文獻

英文文獻

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·　Barney, J. B., Hesterly, W. S. (2010). VRIO Framework. In Strategic Management and Competitive Advantage (pp.68-86). New Jersey: Pearson.

·　Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33 (3), 114-135.