混凝土產業合併後有效營運模式探討— 以S公司生產力為例

A Study on the Effectiveness of a Concrete Company Owing to the Mergence：The Example of the Productivity of company S

李春生(Chun-sheng Lee)

指導教授 ： 李文瑞

崑山科技大學/商業管理學院/企業管理研究所/碩士(2005年)

https://doi.org/10.6828/KSU.2005.00017

摘要

近年來，由於混凝土產業市場日趨飽和，將可預見預拌混凝土公司未來之市場競爭將愈趨激烈，並由於政府在92年開始實施重量法，對超載砂石之車輛加強取締，運輸距離成為業者成本考量重要的一環，這無形中促使區域市場成形。此時正是市場整合的契機，而如果區域市場內中、小規模業者進行水平整合，將更能發揮經濟規模效益，提昇競爭優勢。個案S公司在考量政府實施重量法所形成的契機，，以策略合併為對策，進行區域市場整合。（原區域市場內 A、B、C、D 四家公司中，由B、C、D三家公司合資成立為S 公司，再向 A 公司承租廠房）以此提昇競爭優勢、克服產業困境、再創企業生機。
企業為了提高獲利、降低經營風險，並更有效率的應用資源，這些年來紛紛進行水平同業間的整合。以混凝土產業來說，本區域市場整合之個案應是首例，本文將探討個案S公司的有效營運模式—合併策略、組織變革策略、策略性外包及市場整合策略。最後，，以合併前後（A公司與S公司）之生產力分析作為佐證。
整體而言，本研究可達到以下四項主要目的：（一）探討有效營運模式之合併策略、組織變革策略、策略性外包及市場整合策略。（二）合併前後（A公司與S公司）之生產力分析。（三）探討此合併案是否會成為未來同業間市場整合的模式。（四）提出建議。在整體經濟不景氣的情況下，藉由探討個案公司之企業間合併模式，以提供學術界及其它相關產業之參考。

關鍵字

混凝土 ； 生產力 ； 營運效率 ； 併購

並列摘要

Recently, since the Concrete Industry market is getting saturate, the keen competition among companies is predictable. In 2003, the government put weight rule into practice enforcing a ban on overload trucks. Therefore, the distance of the transportation becomes an important consideration of primary cost and it invisibly forms the regional market. This is just the moment of turning point for integrating the market. If the mid or small scale business start the horizontal integration, it will surly bring more economical effectiveness and enhance the competitive advantage. In the case of Company S, it takes the strategy of Company merger as the countermeasure and makes regional market integration after taking the practice of weight rule into consideration.（In the original regional market, there are four Companies, A, B, C, D, in which Companies B, C, D joint fund to set up Company S, and then rent Company A’s workshop） By adopting this strategy, Company owners can enhance the competitive advantage, overcome the business plight and recreate the vitality.
Enterprises gradually practice the horizontal integration among businesses for increasing the profit, decreasing the risks and applying the resources effectively. The case of market integration of this region is the premier example to Concrete Industry. In this paper, I will discuss the case of Company S’ effective working mode, which are merger strategy, organization converting strategy, strategic outsourcing and market co-integration strategy, then I will use the productivity analysis of Company A and Company S before and after the merger as a proof in the conclusion.
In summary, the main purposes of this research are (1) discussing the effective operation mode, which are merger strategy, organization converting strategy, strategic outsourcing and market co-integration strategy. (2) The productivity analysis before and after the merger. (3) Discussing whether this merger case will become the mode of market integration among businesses in the future. (4) Propose suggestions. Offering the reference to the educational area and the related industry by discussing cases of the merger mode among the incorporations under the environment of economic depression.

並列關鍵字

concrete ； merger. ； productivity ； operation efficiency

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