在面對快速、不確定且劇烈的經營環境變遷與科技日新月異所導致的結果,逼使產業技術已臻成熟的板金製造業,必須面臨適者生存的淘汰競賽。又因資源及低價勞工等優勢的吸引,台商紛紛轉向中國及越南、印尼等東南亞國家投資設廠,使存留在台灣的企業,多以「少量多樣」接單生產為主,以致於訂單銳減,加上板金製造業進入門檻不高,吸引不少資深人員自立門戶投入創業,讓板金產業的經營挑戰更顯嚴峻。而企業經營管理之核心為經營者,故其經營策略對公司營運績效與成敗影響甚鉅。因此,本研究回顧過去文獻與專家經營者訪談結果,以二家台灣中部地區「少量多樣」接單生產型態之板金製造業為研究對象,同時建立有關經營模式的衡量構面,並採用層級程序分析法(Analytic Hierarchy Process, AHP)來分析比較其經營模式的差異為何。結果顯示二家公司在經營績效、經營策略與執行力上的指標著重程度上有著不同程度上的差異。
Due to the increasing competition in the external environment and low entry level in the industry, more and more plate manufacturing companies are facing survival problem. In order to maintain competitive advantage in the market, these companies need to have outstanding performance. The performance of a company depends on its operation strategy. Therefore, the objective of this study is to investigate the performance difference between two plate manufacturing companies in the central region of Taiwan. The Analytic Hierarchy Process (AHP) is used to compare these two companies’ performance emphasis. The result shows that the one with better performance puts emphasis on financial performance, and the other puts more emphasis on customer dimension.
為了持續優化網站功能與使用者體驗,本網站將Cookies分析技術用於網站營運、分析和個人化服務之目的。
若您繼續瀏覽本網站,即表示您同意本網站使用Cookies。