世界各國為提升商港經營效率及競爭力,大多朝向「政企分離」的方向進行改制。我國航港管理體制一直以來採行政監理與經營管理合一,為提升港埠經營競爭力,以企業化精神導入港口經營,2012年3月1日設置臺灣港務股份有限公司(Taiwan International Ports Corporation)負責港口之經營及管理。 臺灣港務公司改制之初,短期內除了維持傳統的港埠作業外,有必要積極進行各種新事業的投資或轉投資成立子公司,建立核心競爭力走向國際,提昇財務上之營運績效,公司內部現有人力資源進行最佳配置。對於臺灣港務公司而言,多角化投資已經是十分明確的方向,但如何在有限的資源條件下,對於各種投資方案進行必要的評估篩選,以及如何克服多角化經營所面臨之體制、法令、會計預算、業務範圍限制、經營管理等問題,將是多角化經營能否成功的關鍵性因素。 本研究將探討世界知名港務集團多角化經營模式之案例,做為臺灣港務公司之參考,除了提出特定的投資標的之外,由於轉投資涉及了許多不同層面的議題,因此本研究如何進行多角化經營投資評估、轉投資成立相關行業子公司的推動機制、管理與控制轉投資等層面,提出相關的建議。
Most of the countries in the world take the position of managing separation of government agency and enterprise for the purpose of enhancing the efficiency and competitiveness. In the perspective of Taiwan, the system of harbors management is a combination of administrative supervision and business administration. In order to keep up with the global trend of corporatization, Taiwan International Ports Corporation (TIPC) was established on March 1, 2012, responsible for the management and operation of the ports. In the beginning of the transformation, Taiwan International Ports Corporation resolved to invest in new businesses or set up constituent corporations except for maintaining traditional ports operation. Moreover, the current human resource was best relocated for financial maximization and competitive effects. For TIPC, diversification is a 100% sure direction to move forward. However, the key factors to succeed depend on how to estimate various investments and handle the issues of systems, regulations, budgets, coverage of sales, and so on under restricted conditions. The research focuses on the cases of diversification managements of major port holding groups all over the world for TIPC's reference. In addition to suggesting specific potential investments, the research covers the the evaluation of diversified investments, the organism of founding branch corporations, the administration and control of reinvestments.