- 學位論文
台塑企業經營模式與核心競爭力之研究
A Study on Formosa Plastics Group's Business Model and Core Competence
摘要
台塑企業創辦人王永慶先生創辦台塑企業，當初開創台塑生產PVC 一日4 噸之產能，量少、成本高，又如何消化原料，經營困境無可言喻，當時除增加PVC 粉產量至20 噸，為求生存即向前整合，因而成立南亞加工廠，所謂二、三次加工，有了加工業發展增加PVC粉原料用量，亦發展各種塑膠產品為台灣帶動塑膠加工業，因而向後垂直整合，為此創辦人又如何向政府建議發展上游石化工業，因此台塑企業也朝向多角化經營策略生產各項纖維及電子材料產品，台塑企業亦為取得PVC 料源，進行全球策略拓展海外事業。 本論文瞭解台塑企業發展過程，係選用各種經營策略，而能永續生存，邁向成功之道取決於組織設計，採中央總管理處集權與地方事業部分權的制度，而其成功最重要之處為領導風格、策略性領導、管理理念共識，以形成企業文化，台塑企業並以大量生產及降低成本方式，在公平公正之環境下，取得更合理的價格，建立起採購文化與制度，這是台塑企業建構每一個核心競爭力的事業，台塑企業王永慶創辦人為了更強化競爭優勢，不斷針對管理制度上的問題進行探討改進，選擇各種營運模式，台塑企業總座並於工程進行時在工程進度及品質會議檢討中有效執行，於會議中果斷決議，並激發出創意方案，產生更大效益。 而使台塑企業在麥寮工業區(六輕)建設能為多元化垂直整合及多角化事業產品發展，成為全球獨一無二石化工業區，並成為台塑企業目前核心競爭力的事業，為一個成功的案例，今後台塑企業不論海外大陸、越南或美國擴充事業發展，均以類似之模式進行，雖然台塑企業依此具有核心競爭優勢，但時勢變遷，瞭解分析在環保、工安方面佔受威脅的劣勢，因此台塑企業依以往追根究底之精神不斷改造，才得以永續生存，保持成功的經營模式。對於未來美國開發頁岩氣/油，可部份生產出石化產品乙烯具有低廉成本優勢，故台灣石化業仍朝向高值化產品，並以台塑企業六輕煉化一體之經營模式延伸建立開發離島工業區上、中、下游一體發展模式，並以台塑企業採購模式取得優勢再創台灣經濟之發展。
並列摘要
The founder of Formosa Plastics Group(FPG), Yung-Ching Wang faced the dilemma of producing the high-cost and the small PVC capacity for 4 tons a day, and how to reduce the raw material at the beginning of founding the FPG. In addition to increasing PVC capacity to 20 tons, Nan Ya Plastics Corporation was established in order to survive in the industry to implement Forward Integration,” which is so called secondary and third-time operation. With the added PVC capacity, FPG also developed a variety of plastic products, helping the plastic processing industry in Taiwan, for the founder’s suggestion of the upstream petrochemical industry development to the government, which is “Backward Integration.” Therefore, FPG diversifies its business of the fibers and electronic-material products and also get the source of PVC, operating the global strategy to expand overseas business. This thesis is to understand the development process of the Formosa Plastics Group with a variety of business strategies for sustainable development. The key to success depends on organizational design with the both centralized management and the system of separation of powers, and the most successful part is the leadership, the strategy and the consensus of the management philosophy to form the corporate culture. Under the fair circumstances, FPG achieved a more rexiii asonable price in the way of mass production and lower-cost, contributing to the procurement culture and system. To strengthen the competitive advantage, the founder, Yung-Ching Wang improved the system and regulations constantly and tried to develop different business models. Besides, under the process of project, the founder, Yung-Tsai Wang evaluated the progress and the quality of the projects, inspired creative solutions, and also made the decisive resolution at the meeting, increasing more effectiveness. The construction of Mailiao Industrial Zone (the Sixth Naphtha) for diversified vertical integration, business and products becomes the unique petrochemical industrial zone around the world as the core competence of FPG nowadays. FPG can also extend the similar business model to China, Vietnam or the United States in the future. Although FPG has this core competence, as the time changes, FPG still analyzed that there’s a threat to the ecology and industrial safety. Consequently, in accordance with the previous spirit of getting to the bottom of a question, FPG is able to survive sustainably and maintain a successful business model. In the future, the development of shale gas and oil in the United States can produce the low-cost petrochemical products, ethylene, so the petrochemical industry in Taiwan can still go toward the high-value products, extend the Sixth Naphtha’s business model to the Off- shore Islands Industrial Zone from the upstream to downstream integrated development and with the FPG’s procurement advantage, finally create a new economic development in Taiwan.