國際物流廠商經營策略探討—以E公司為例

The Competitive Strategy of Global Logistics Industry —A Case Study of E Company

鄭明君(Ming-Chun Cheng)

指導教授 ： 陳忠仁 ； 陳俊忠

國立臺灣大學/管理學院/國際企業管理組/碩士(2017年)

https://doi.org/10.6342/NTU201700760

摘要

在全球化時代，國際企業之間的競爭已不僅是產品性能和質量的競爭，更包含國際之間物流成本及其創新、整合能力的競爭。國際物流服務業者面臨高度的市場挑戰，近幾年來甚至有船運業者破產，或面臨財務危機。國際海、空運承攬產業者因應此趨勢，在一片海、空運艙位供過於求的單純海、空運價競爭中，紛紛轉型為以客戶為尊，提供客戶供應鏈加值的整合型笫三方或第四方物流廠商。
本研究為個案研究，透過文獻資料、初級資料分析大型國際物流廠商的發展趨勢，並以E廠商為例，藉由五力分析模型找出其成功關鍵因素，再根據個案企業之資源與能力做出比較分析，並提出競爭策略之建議，做為經營策略的探討。研究期望能提供台灣物流廠商相關業者有一個案研究之例，以及相關實務建議之參考。
總結本研究之結論如下：
1. 短期策略方面，由於全球製造業的激烈競爭，中國廠商尋求物流資源，因此第三方物流業者，如E公司可藉由與在地物流業者策略聯盟方式，共同發展並推廣主幹(Gateway)分公司轉運業務，以及複合式(Intermodel)運輸體系。
2. 長期策略方面，亞太仍為高度物流成長區域，加上中國大陸「一帶一路」以及紅色供應鏈的崛起，建議E公司可於中國設立亞太總部，深入了解市場，以抓住共同成長機會。
3. 建議E公司可藉由活絡內部創業家精神來建立其下一世代的核心能耐。

關鍵字

物流產業 ； 第三方物流 ； 競爭策略 ； 策略聯盟

並列摘要

Due to the rise of globalization, the competition among international businesses is not only focusing on the product quality, but also shifting to the innovation and integration of global logistics. The freight forwarders within the global logistics services faced more challenges with highly competitive markets; some shipping firms even went bankrupt in recent years. Most international logistics vendors turned profit models by service transformation in terms of third party logistics or fourth party logistics in order to meet customer needs for more value added services.
This study employed a case study approach. This study aims to analyze the developing trend of global logistics industry. In addition, the researcher analyzed through related literatures, first hand and secondary practical data, then further investigated the data by five forces model. The core competence and the industrial key success factors are pointed out and used to analyze competitive advantages of E company in terms of resources and capabilities. Then, the competitive strategies are proposed in order to provide practical suggestions.
The results are listed as follows:
1. In the short-term, the intense competition within global manufacturing industry brings Chinese firms seek for logistics resources, which drives the third party logistics company, e.g. E company can pursue “Gateway” and “Intermodel” with alliance strategy.
2. In the long-term, in view of Asia-Pacific region still keeps growing, China is developing One Belt One Road (OBOR) initiative, and the raising red supply chain manufacturer, E company should consider to deploy the Asia-Pacific headquarter in China in order to capture the growth opportunity.
3. The next generation core competence of E company could be built up by reactivating entrepreneurship among employees.

並列關鍵字

logistics industry ； third party logistics ； competitive strategy ； strategic alliance

參考文獻

一、英文部分

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Brandenburger, A. M., Nalebuff, B. (1996). Co-Opetition. New York: Doubleday.

Bierly, P., Chakrabarti, A. (1996). Generic knowledge strategies in the U.S. pharmaceutical industry. Strategic Management Journal, 17, 123–135.

Eisenhardt, K.M., Martin, J.A., (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21, 1105-1121.