中部地區貨櫃車運輸業如何用資訊科技管理的方式建構長期競爭優勢之研究

三十多年以來台灣經濟成長的主要動能之一來自於以出口為導向的外貿政策，而國際貿易進出口的商品大部分需用貨櫃船隻來承載運送。台中港自民國65年開港以來，貨櫃船靠港後的貨櫃陸路運輸行業亦因而伴隨而生。從67年的第一家貨櫃車業者開始營運發展至今已30多年，由於各家業者的運作模式、經營策略、發展目標及市場定位的方式不同，大者恆大，小者經營日漸艱困或已退出市場，歷經枯榮轉變。但如果業者能善用科技管理協助定位自身的競爭條件與強項，擴大增強核心服務的內容，並依系統的交叉分析結果擬定出最具競爭優勢的營運策略，有效的規劃及執行，必可突破同質化產業服務內容的障礙，提高競爭力而達永續經營的終極目標。本研究是以中部地區中小型規模業者的個案為研究對象，經由實際的訪談及整理相關資料文獻蒐集，交叉比對分析後，得以從導入資訊系統後的角度了解業者在初期所面臨的問題及困難，期間的調整因應和解決方案，未來產業發展的趨勢,及採用開源節流的二大營運策略建立更完整而長期的核心競爭力。

關鍵字

增強核心服務；競爭優勢的營運策略；同質化服務的障礙

並列摘要

The export orientated trading policy of Taiwan over the last 30 years has been serving as crucial and important part of the chief driving forces in promoting the Taiwan’s economic growth, of which the vast majority of export and import cargo in the international trade need container ship to transport. Ever since the grand opening of Taichung harbor in 1976, the container transport industry for the land and inland cargo movement was thereby generated. From the very first business runner of the kind in the industry operated in 1978, it has been more than 30 years away from now. Due to different and diversified operation model, business running strategy, goal-getting and market-positioning tactics that had been taken by the individual, business ecology in this industry, after quite a certain period of development and growth, has been evolving into a spectrum suggesting that the bigger in size becomes the larger and the smaller either choose to phase out or is still striving to get survived. But, when if modern information and technology is properly used and adopted, which may help position their own edges, enlarging and strengthening the coverage of the core services, breaking through the barriers in the homogeneous nature of container truck service, coupled with good planning, the effective business operating strategy with most competitive advantage, and through the cross checking result, that are derived from the well master of IT system, the ultimate goal of sustainable operation can be achieved. This research is focused on the medium and medium small size of the company in central Taiwan. By virtue of the face to face interview, collection of the relevant documents and data, after being properly analyzed, sorted out and checked, and standing from the system established point of angle, we may understand the problem and the difficulty that have happened to them at the initial stage, what solution they have taken to grapple with it during the middle period. Lastly and most importantly, how they have to enhance their long-term, sustainable and integrated competitiveness in coping with the challenges ahead by using the 2 main operation strategies- cost saving and new sources of business development.