台灣血液透析產業策略聯盟之研究

Study the Strategic Alliance on Hemodialysis Industry in Taiwan

洪韵婷(Yun-Ting Hung)

指導教授 ： 陳弘信

元智大學/管理學院/管理研究所/碩士(2008年)

摘要

根據美國腎臟病資料登錄系統統計(United States Renal Data System ;USRDS) ，我國末期腎衰竭透析病患發生率及盛行率皆世界第一，中央健康保險局統計資料顯示，西元兩千零六年我國接受透析病患人數已超過五萬人，在全民健保總額體制裡，隨著透析病患逐年增加，醫療院所所獲取透析費用也將逐年遞減，血液透析產業為有效控制成本與提升競爭優勢，而形成策略聯盟網絡。
目前血液透析產業策略聯盟組成分別為製造商與製造商、製造商與代理商、製造商與透析院所、代理商與透析院所及透析院所與透析院所間組成的策略聯盟。
而針對各種策略聯盟組成，以促成之動機、影響聯盟對象選擇因素、聯盟關係管理比較與策略聯盟經濟效益探討，四種角度加以分析。我們得到以下結論:
1.血液透析產業策略聯盟，製造商與代理商藉由聯盟達到產業垂直整合，而獲得配銷通路控制、提高新進入者障礙與達到有效及時存貨系統。
2.透析院所策略聯盟經由透析院所間的水平整合，達到規模經濟，提升其議價能力，進而降低營運成本支出之外，亦可因規模經濟而有效管理產業內競爭。而血液透析委外策略，聯盟的對象為製造商或代理商，將血液透析交由其管理，除降低經營成本，透析品質也可維持一定水準，而透析院所也得以集中專注於具有價值創造與競爭優勢的活動上，發展本身核心競爭
3.異業結盟及差異化會是未來競爭優勢來源，應該朝著發展自費市場、善用旅遊商機與結合長期照護提供完善服務，開創血液透析產業藍海市場。

關鍵字

血液透析 ； 策略聯盟

並列摘要

Based on the data from United States Renal Data System; USRDS; Taiwan is rank as number one in occurrence rate and prevail rate for the hemodialysis on the end stage renal disease patients. Based on the data from the Bureau of National Health Insurance, there was well over fifty thousands of patients received dialysis treatment in year of 2006. The payment received by the hospitals and clinics from the Bureau of National Health Insurance was decreased due to increased of patients under the global budgeting. The forming of the strategic alliance network was to effectively control the cost and improve the competitive strength in hemodialysis industry.
The current strategic alliance for the hemodialysis industry were included manufacturer and manufacturer; manufacturer and distributor; manufacturer and clinic; distributor and clinic; and clinic and clinic.
Based on different combination of alliance, this study analyzed the motives; the factors affect the subject of alliance; comparison of alliance management; and economic efficiency on the strategic alliance with four different perspectives.
The results as follow:
1.The strategic alliance for hemodialysis industry; the vertical integration between manufacturer and distributor can effectively control the sales channels, raised the obstacles for the new comers, and had effective just-in-time stock system.
2.The horizontal integration between clinics can reach economic scale; improve bargaining chips; lower the operational costs; and faced the competition within the effective management. The outsourcing strategy which the hemodialysis done by the manufacturer or distributor can lower the operational cost and maintain certain level of hemodialysis quality. The hemodialysis clinic can focus on other activities to create better value and competitive strength to develop the core competitiveness.
3.Alliance between different industries and differentiation will be the source of future competiveness strength. It should provide adequately services by developing toward free market, making good used of tourism, and cooperated with long term care to create blue ocean market for the hemodialysis industry.

並列關鍵字

Hemodialysis ； Strategic alliance

參考文獻

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