台灣鋼鐵業經營策略之研究－策略矩陣分析法之應用

鋼鐵產業長久以來一直為國家國力強弱的象徵，即使這幾年成長引擎轉向高科技業，但依舊是國家策略發展方向的重要基礎工業，也因其可帶動上、下游相關聯產業發展的力量龐大，是促進國家整體經濟往上成長的重要關鍵。然全球鋼鐵產業在中國大陸崛起，改變了整體鋼鐵產業的結構，曾幾何時的一片蓬勃發展的產業，變成低迷反轉的向下趨勢。近期又因大陸政策調整，產能限制與世界景氣復甦等相關因素，各家廠商已紛紛轉虧為盈，但前事不忘後事之師，必須要針對鋼鐵產業所面臨的各種外部競爭、環境變化、政策更迭，進行深入探討，鑑往知來，審慎研究出各公司採取的因應對策。本研究以國內策略大師，司徒達賢教授所提出的「策略矩陣分析法」為架構，對台灣前十大上市鋼鐵公司其中最具代表性的碳鋼業與不鏽鋼業中共六家廠商進行深入調查，對這些公司的書面網路報導等次級資料以文獻探索方式，作完整的研究分析。試圖找出代表性廠商的產業價值鏈、價值單元，配合策略型態的六個構面，分析比對出代表性廠商經營策略之策略點與策略要素，及其對產業價值鏈之資源佈局，再根據各家共同採取的策略要素，期能針對本研究之主要個案公司，提出合適建議，可在未來制定公司策略方針行動時參考。本研究回答了研究問題一「鋼鐵產業中重要的價值單元為何?」，以及研究問題二「各代表性廠商在各個產業價值單元上的資源投入程度為何?」，研究問題三「各代表性廠商的經營策略為何?」，研究問題四「個案公司未來的策略行動為何?這些策略行動的可能限制為何?應如何突破這些限制?」最後並對經營對策提出數點建議，認為個案公司應朝這些方向調整與發展一、掌握礦源、或上游料源的垂直整合投資策略二、建構競爭優勢的質量與低成本兼具的競爭策略三、採取併購或持續設廠擴大產能，各工廠間資源共享的成長策略四、透過策略聯盟及合作，聚焦策略性產品與高值化國際化的產品策略五、採取因應對策，降低環保衝擊，可以永續經營的發展策略六、建構組織內人才，轉型製造服務業的智能製造策略

關鍵字

策略矩陣分析法；策略要素；競爭策略；不銹鋼

並列摘要

The steel industry has been a symbol of national power for a long time. Even if the growth engine has turned to high-tech industries in recent years, Steel industry still plays a critical role in our national development policy. It is also a key to promote the country’s overall economic growth since it drives the development of its upper and lower stream. However, the rise of the steel production in China changed the structure of the global steel industry. A once flourishing industry had experienced a downturn. Recently, various steel companies have making profits again because of factors such as China’s policy adjustments, capacity constraint and global economic recovery. However, Taiwan’s steel industry must clearly review the external competition, and the change of industrial environment and related policies, and find out the adaptive strategies taken by those steel-manufacturing companies. This study is based on “Strategic Matrix Analysis” proposed by Professor Da-Shien SeeToo, a domestic strategy master, and has an in-depth investigation and research of six of top ten companies which are the most representative of carbon steel and stainless steel industries. Literature research methods is used to analyze secondary data of these companies to identify their industry value chain and value unit, trying to find out their strategic points, strategic essence, and the resource distribution of the industrial value chain., Suggestions based on the strategic actions would be proposed for those case company as reference for their future strategic planning . This study answered research questions as follow: “What are the important value units in the steel industry?” “How much resource each case company has input in each industry value units?” “What are the business strategies of the case companies?” “What are the future strategic actions taken by the case companies? What are the possible limitations of these strategic actions? How to overcome them?” Several suggestions were offered to case companies for adjusting and developing their business Strategies 1. Investment strategy：Vertical integration of mine source or upstream material source. 2. Competitive strategy：Competitive quality and low cost. 3. Growth strategy：Acquiring or building up factories to expand production capacity; resource sharing among factories. 4. Productive strategy：Focusing on strategic products and high additional value and internationalized product through strategic alliances and cooperation 5. Sustainability strategy: Taking actions to reduce environmental impact. 6. Smart manufacturing strategies. Fostering talents the organization and transforming manufacturing firms into service-oriented business