電子級玻璃纖維紗產業之經營策略分析- 以外商在台子公司之經營策略探討為例

The Analysis of Business Strategy for Electronic Grade Glass Fiber Industry-A Case Study for The Foreign Subsidiary in Taiwan

陳壁程(Bih-Cherng Chern)

指導教授 ： 吳青松

國立臺灣大學/管理學院/國際企業管理組/碩士(2006年)

https://doi.org/10.6342/NTU.2006.00104

摘要

電子級玻纖紗是PCB產業最上游之關鍵原料。早期玻纖紗之製造主要被位於歐、美及日本之少數大廠所掌控。台灣之電子級玻纖紗產業始於1988年，基於台灣政府之投資獎勵、合理的人力成本、及快速成長之市場需求，外資陸續以獨資或與本土企業合資的方式在台灣設廠投產。直至2000年，全球PCB市場供過於求，造成歐美PCB大廠相繼減產，並將生產基地移至世界工廠之稱的中國大陸，促成PCB及其上游產業版圖的重新洗牌。台灣業者基於中國大陸之低人力成本及電子產品市場的強勁需求，近年也陸續前進中國大陸設廠投產。加上中國本土企業積極引進海外技術，進入此市場。至今，中國大陸之玻纖紗廠已成為台灣業者之主要競爭對手。

隨著中國大陸在電子級玻纖紗產業的興起，台灣業者已漸漸流失初期創建時具有之競爭優勢。加上外商來台投資此產業之歷史背景，競爭優勢與本土廠商更是大不相同。其雖有母公司優秀資源之支援，但在面臨兩岸激烈的競爭環境時，其經營管理卻也受到母公司種種限制。外商在台子公司如何確保其在台灣建立新的競爭優勢，實為企業經理人在策略規劃上之重要課題。

本研究是以個案研究方式，探討外商在台子公司在電子級玻纖紗產業之經營策略。經由產業環境分析，確認電子級玻纖紗產業之關鍵成功因素及企業面臨外在環境之機會與威脅。並連結產業關鍵成功因素，確認企業內部資源、能力之關鍵優、劣勢。經由企業之外部機會、威脅與內部關鍵優、劣勢，交差比對，以TOWS策略矩陣提出策略選項。最後以客戶、產品及與母公司整合等三大構面，提出具體經營策略建議，以供業者參考。

關鍵字

電子級玻璃纖維紗 ； 經營策略分析

並列摘要

The electronic grade glass fiber is one of the major upstream raw materials of PCB (Printed Circuit Board) industry. Since 1988, foreign companies started to build their glass fiber production subsidiaries in Taiwan in succession either by wholly own or joint investments. Following the economic recession in 2001, the over supply of global PCB market forced the PCB makers to switch their production bases from their local area to the world factory, the Mainland China. It facilitated the relocation of PCB and its upstream industries. Currently, the glass fiber yarn makers in Mainland China have already became the main competitors of the makers in Taiwan.

Along with the rise of electronic glass fiber business in Mainland China, Taiwan glass fiber makers gradually lost their previous competitive advantages. In addition, the difference of historical background and competitive advantage of foreign subsidiary was evident as compared to those of local companies in Taiwan. The foreign subsidiary received outstanding resource supports from its parent company, yet its business scope was limited when faced fierce business competition. From the aspect of business strategy planning, it will be a crucial subject for managers at foreign subsidiary to regain the competitive advantage of their companies in Taiwan.

Based on the case study, the corporation strategy of the foreign subsidiary in glass fiber industry was analyzed on this thesis. Through the external analysis of industrial environment, the key success factors (KSF) of electronic glass fiber industry and the external opportunity/threat of the case company were identified. In addition, linking KSF with its resource and capability, the key strength/weakness of the company were derived. By cross-examining the external opportunity/threat and internal key strength/weakness of the case company, the strategy matrix was developed. Finally, the suggestions of feasible strategies, in terms of the aspects of customer, products and integration with parent company, were proposed on this thesis.

並列關鍵字

Electronic Grade Glass Fiber Industry ； Business Strategy

參考文獻

7.李祺菁，2004，印刷電路板及其相關原物料產業發展現況與趨勢，4月。

14.許進福，2001，高科技產業建構知識管理系統-關鍵成功因素之研究，中原大學企管研究所碩士論文。

17.謝春進，2003，兩岸經貿分工體系下對電路板產業經營策略分析，元智大學管理研究所碩士論文。

1. Aaker, D.A. , 1995, Strategic Market Management, 3rd ed, John Wiley & Sons, Inc.

3. Barney, J. B., 1991, Firm Resources and Sustained Competitive Advantage, Journal of Manaagement 17, pp99-120.