中國大西部開發政策下NB代工產業之西進策略—以A公司為例

NB ODM industry west to set up factories strategic which under China Western Development–Case study of Company A

王建昌(Chien-chang Wang)

指導教授 ： 李小梅

國立中央大學/管理學院/管理學院高階主管企管碩士班/碩士(2012年)

摘要

中國大陸為平衡東、西部地區發展，推動大西部開發計畫。計劃將沿海製造產業鏈西遷，積極拉動NB產業聚落至重慶及四川成都設廠。重慶與四川成都皆極力爭取，希望成為NB產業鏈的新龍頭地位，對內爭取資源，對外積極招商。NB品牌廠商則兵分兩路，惠普(HP)、宏碁、華碩選定重慶設廠；聯想、戴爾選擇成都，並要求配合的NB代工廠全力配合。NB代工廠商，原本對西進設廠多抱持著觀望態度，然而在沿海缺工、薪資持續調漲、地價高漲及擴產所需土地取得困難之下，包括眾多NB供應鏈廠商在長三角等沿海地區所遭遇到當地政府以環境評估不符等問題為由拒絕核發營業許可，進而轉向內地尋找製造基地，均讓NB代工廠商重新思考西進設廠的可行性。 2009年隨著惠普(HP)電腦的宣佈入駐重慶，NB代工廠商也紛紛入駐，其中包括富士康、個案A公司、英業達、和碩、緯創和仁寶這前6大吃下全球逾90％ NB生產訂單的代工廠，先後進入重慶設廠。重慶的成功招商得力於政策的不小助力，包括重慶是兩岸綜合性合作先行測試區，具有直航、台胞證落地簽證、跨境貿易人民幣結算試點的優勢；其中，台資企業到西永綜合保稅區投資，還享有10年15％所得稅的國家補貼，可以辦理出口退稅，而且同步報關，對台商具有不小的吸引力。除了投資環境的優勢，更可透過渝新歐鐵路，貨櫃從重慶至德國杜伊斯堡(Duisburg)僅需21天，比原本經由海運需時45天，可大幅降低運輸的時間及成本。 本研究以個案A公司為例，參考Kotler (2010)企業國際行銷的主要決策模式，針對台商前往大陸西部地區投資設廠的主要考慮因素從動機、設廠的地點評估與選擇、進入的模式；並運用司徒達賢(2001)在「策略管理新論」中提出的「產業矩陣」作為產業策略分析。以策略環境考量的六大構面、55 個要素，客觀分析個案公司自身資源與風險面向，以現行的環境再重新作檢視，進而提出公司未來之經營規劃構想。 本研究綜合文獻探討與個案研究結果，做出下列結論：1.NB代工製造產業轉移，穩步向西深入推進。2.配合西進配套選擇性垂直整合，持續增強競爭優勢。3.全球運籌模式要求NB代工廠降低庫存風險和備料壓力。並提出以下之研究建議：一、政府端：1.台灣政府：(1)維持現在所有的開放政策。(2)監控必須將在大陸的營收和利潤與台灣母公司合併。2.中國西部政府：(1)持續的稅、費優惠。 (2)彈性開放營運資金操作限制。(3)大西部地區物流體系的持續改善。 二、客戶端：藉由此次西進，同時思考產業差異化升級規劃及對產品與服務存在創新與附加價值進行提升。三、企業端：將此次西進設廠的主要目的在考慮將來“進入中國市場發展”而非和舊有之設廠目的相同仍是將“中國當成工廠” 看待。

關鍵字

產業矩陣 ； NB代工 ； 國際行銷 ； 西進設廠

並列摘要

In order to minimize the gap of the eastern and western region of mainland China, Chinese Government implements the “China Western Development plan”, planning to move some manufacturing industry chain which located in the nearing of China coastal region to the western region. Pulling the NB industry clusters to Chongqing and Chengdu, Sichuan Province to set up factories aggressively. Chongqing and Chengdu, Sichuan Province are going all out to fight, hoping to become the leading position of the NB industry chain, internal fight for resources, external positive investment. Those NB brands divided to two parts, Hewlett-Packard (HP), acer, Asus selected Chongqing to set up factories; Lenovo, Dell chose Chengdu, and request those NB ODM to fully cooperate with them. Those NB ODM, originally hold a wait-and-see attitude on the setting up factories into Western, however, in the coastal lack of workers, rising wages and land prices even the expansion of land required under the difficulty of obtaining, which including many NB supply chain manufacturers in the Yangtze River Delta and other coastal areas encountered by the local government refuse the issuance of business license in the environmental assessment problem not pass, and then turned to find manufacturing base in the Western, NB ODM to rethink the feasibility of the west to set up factories.
With the announcement of Hewlett-Packard (HP) Computer settled in Chongqing in 2009, the NB ODM have settled, including Foxconn, Company A, Inventec, and Pegatron, Wistron and Compal the first six who getting more than 90% of the NB production orders foundries, has entered the Chongqing to set up factories. Successful investment in Chongqing, thanks to the policy of not small help, including Chongqing is a comprehensive cross-strait cooperation in advance before the test area, with direct flights, MTPs visas on arrival, the advantage of cross-border trade in RMB clearing pilot; of which, Taiwan-funded enterprises to the West Wing Free Trade Zone investment, but also enjoy state subsidies of 10 years and 15% income tax for export tax rebates and the same time of declaration which attracted a lot of Taiwanese firms. In addition to the advantage of the investment environment, and Chongqing new European railway, a container from Chongqing to Duisburg (Duisburg, Germany) about 21 days, compared with the original via the sea shipment takes 45 days, can significantly reduce time and cost of transportation.
In this study, taking Company A as an example and refering to Kotler (2010) international marketing decision-making mode, analyze those Taiwanese why motivated for the western region of the mainland invest and set up a major consideration from the evaluation and selection of locations to set up factories by the enter mode; and using Seetoo,Dah Hsian (2001) who raised in his strategic management "Industry matrix " as an industry strategy. To the six dimensions of strategic environmental consideration, the 55 elements of an objective analysis of the company A of their own resources and risk-oriented, the current environment, re-view, and then proposed the vision of the company''s future business planning.
Through comprehensive literature review and case study results of this study, make the following conclusions: 1.NB ODM industrial transfer, and further promote the steady westward. (2) With the West into supporting selective vertical integration, has continued to improve competitive advantage. (3) Global operations requirements of NB ODM to reduce inventory risk and preparedness information pressure. And put forward the following suggestions of the study: First, the government side: 1. Taiwan government: (1) maintenance of all open-door policy. (2) Only monitoring of revenue and profits on the mainland must be merged with the parent company in Taiwan. 2. Western China''s Government: (1) continuing the tax, fee concessions. (2)A more flexible opening working capital operating limits. (3) Logistics system of the western region continued to improve. Second, the client: by the West into and thinking about industrial differentiation upgrade planning and existence of innovative products and services carried out to enhance the added value. Third, the corporate side: The main purpose of the west to set up factories in considering the future "to enter the Chinese market development" rather than still the old and same purpose of “looking China as a factory only ".

並列關鍵字

Industry matrix ； International marketing ； West to set up factories ； NB(Notebook) ODM

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