臺灣中部地區工具機廠商競爭策略之分析─以高鋒公司為例

An Analysis of Competitive Strategy of Machine Tool Manufacturers in Central Taiwan Area— A Case Study of KAFO Co.

劉銘晃(Ming-Huang Liu)

指導教授 ： 劉子琦

亞洲大學/管理學院/經營管理學系碩士班/碩士(2004年)

摘要

機械業素有「工業之母」的稱號，所以，工具機又被稱為「工作母機」。由於歷史時空的演進，以及政府外銷導向政策，吸引機械廠商紛紛在在中部地區設廠，造成機械產業在中部地區有群聚的現象，形成周延而又綿密的分工網絡，建構中部地區工具機產業發展基礎的「中衛體系」，藉由分工體系，有效降低各項交易成本，然而，此一競爭優勢並無法保證企業的持續的競爭力，由許多曾經風光一時的領導廠商，最後卻退出領先群，甚至於倒閉的情況，就可以得到印證。
本論文運用Porter的五力分析，從廠商現有的競爭者、潛在競爭者、與供應商的議價能力、與顧客的議價能力以及替代品等方面，探討產業內競爭強度；藉由SWOT分析，以瞭解工具機產業及個案公司的內部優勢和弱勢，以及外部的機會與威脅。
中部地區工具機產業，由於群聚的效果，吸引上、下游廠商聚集形成完整的協力網絡，藉由專業分工，可以降低成本，提高競爭力；透過個案的研究發現，個案公司利用「分工網絡」、「研發能力」以及「企業家精神」三個要素，充分運用其技術能力透過分工網絡所而形成的優勢，並配合其生產策略以及行銷策略的運用，保持其持續的競爭力。

關鍵字

競爭策略 ； 五力分析 ； SWOT分析

並列摘要

The machinery industry has always been entitled “Mother of Industry”, therefore the machine tool is also called “working mother machine”. Due to the evolution of time and the export-oriented economic policy, the machine tool factories gradually gathered around central Taiwan area. This clustering phenomenon has developed into an intensive network of division of labor. In the meantime, a “Corporate Synergy System” has been established as the development base for the machine tool industry in central Taiwan in order to lower down business costs effectively through its labor division system. However, as many famous factories did not survive through crisis and finally exit from the leading group or even closed down the business, it obviously proved that this advantage could not actually guarantee the continuous competitiveness of all enterprises.
This report aims to study the strength of competitiveness within an industry from the aspects of existing rivalry, new competitors, suppliers’ power, buyers’ influence, switching to competitor, etc. by using Porter’s “Five Forces Analysis”; and further realize the internal strength and weakness and external opportunity and threat of the machine tool industry and some case companies by using SWOT Analysis.
The clustered machine tool industry in central Taiwan has resulted in a complete cooperative network of upstream and downstream manufacturers supply chains to lower down costs and upgrade competitive capabilities through expert labor division. My case study discovered that the company, using the three elements of “division network”, “research capabilities” and “entrepreneur spirit”, taking the advantage of technical capabilities formed by division network, and implementing production and marketing strategies; has always been able to maintain its continuous competitive capabilities.

並列關鍵字

Competitive Strategy ； Five Forces Analysis ； SWOT Analysis

參考文獻

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25.喬福機械股份有限公司年報。

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7.台灣區機器工業同業公會，機械工業五十年史，民國84年，台灣區機器工業同業公會。

3.Barney,D.F.,Time Paths in the Diffusion of Product Innovations, Macmillan, London,1991,pp100.