台灣瓦楞紙箱印刷機產業結構與競爭策略之個案研究

台灣瓦楞紙箱印刷機產業肇始於1959年，歷經90年代的輝煌時期後，過去10年因不敵全球化競爭，競爭力卻持續下降。本研究針對瓦楞紙箱印刷機產業的發展歷程與結構演進，以及產業內中小型機械設備廠商，如何在產業結構變化的過程，建構競爭優勢、形塑競爭策略，進行有系統的探討，並以產業內一家主要廠商，進行個案為基礎的質性研究，期能提供中小型機械廠商在策略制定與建立競爭力上的參考。首先，本研究認為，產業整體競爭優勢雖然取決於國家競爭要素，但若是企業能識別國家競爭優勢中，各項要素的獨特性對企業本身營運或策略的作用，將優勢競爭要素加以槓桿運用，則可使優勢要素產生最佳效益。其次，中小型機械業面臨全球化競爭。以出口導向的公司而言，強大的產業內競爭者以及供應商可能不是威脅，競爭者將促進整體產業進步，強大的供應商提供的領先產品，有助於提升全球競爭力，因此，與此兩者存在競合關係。再者，企業建構競爭策略，成效在於掌握自身能耐與市場需求，同時受策略時機與發展階段影響，尤其企業的發展，關鍵在資源的整合、運用以及掌握市場變動的動態應變力。經濟起伏循環、產業結構變化是持續的現象。中小企業彈性靈活的特性，具備外在環境洞察力與內部組織應變力，精準的策略與快速的反應，有益於環境變化中發揮策略的效益。不過，單以洞察環境，策略由外而內的制定流程，難免因循環境的變化而傾向短期方針，需要以長期策略領導與短期策略實施交互搭配，以及由內而外的長期發展核心競爭力。同時，企業於經營格局上，不單視作一個個體或層面的競爭，應該關注有形與無形的價值、內部與外部的資源以及長期與短期的策略與能力。

關鍵字

瓦楞紙箱印刷機；核心競爭力；成長策略模型；競爭優勢

並列摘要

Taiwan has been developing corrugated cardboard printing machinery since 1959. Exports account for 90% of the industry's revenue. Global competitiveness is deteriorating due to asymmetries in access to resources, market size and global competitors. By analyzing the background of industry trends, as well as the growth strategies and competitive advantages of case companies, this study attempts to unravel how a small-and-medium enterprise(SME, hereafter) in this industry reacts to the structural change of the industry, results of which may serve as a critical reference for other SMEs. First of all, a well-developed enterprise determines the core competitiveness of its own competitive advantage. Second, the strongest industry competitors and suppliers are not a threat, but contribute to the overall progress of the industry. Leading products from strong suppliers will help boost global competitiveness. Then they have competition and partnership. Changes in the economic cycle and industrial structure are continuous phenomena. The dynamic changes and awareness of SMEs have produced the best and effective strategic advantages, external environmental awareness, internal organizational resilience, strategic precision, and quick response. However, the process of enterprise growth strategy developing from outside to inside will inevitably lead to short-term policies due to changes in the cyclical environment. Long-term strategic leadership and short-term strategy must work together, as does the long-term development of core competencies.