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  • 學位論文

以價值網觀點探討紡織後段加工的競爭力 -以C公司為例

Through Value Net Model, Textile Post Processing Manufacturers of Competitiveness-In Case C Company

指導教授 : 許嘉文
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摘要


2008年來,金融海嘯後、外銷訂單銳減,台灣紡織後段加工廠商營運每況愈下,毛利逐漸下滑,更讓很多織布廠及染整廠必須賣掉機台縮減經營規模,不少紡織相關中小型廠商更是面臨倒閉及外移風潮,更有後段加工廠自行成立品牌來消耗既有庫存,希望自有品牌獲得較高利潤來分散企業成本,但當台灣代工開始發展自有品牌,就有可能會對於原來代工的全球客戶權益產生影響,或者外移至單一國家做代工以降低人工成本,研究之前的論文議題大多是自創品牌之後的影響,很少舊有的營運模式的角度來探討或者都對外移至單一國家作為討論,台灣的管理模式能夠適合在各國間做為新的營運及接單方式,為此本研究將以C公司的營運模式以價值網觀點探討紡織後段加工在區位選擇上的競爭力為研究。 在過去的研究中,企業通常運用進入單一國家的模式來看業績的成長與市佔率的角度來檢核公司事業體與企業的進入策略,C公司是台灣紡織後段加工的中小型廠商,一開始是從有競爭優勢的OEM(Original Equipment Manufactures)時期,成長成擁有研發設計能力ODM(Original Design Manufactures)時期,最近正往多國家進行採購及分段加工方式來更正新的營運模式。首先透過自身已具備製造與品質管理完整的配套,並延伸至不同國家,布局利潤最大化的製造方式來改變經營模式。 以價值網觀點探討紡織後段加工在各階段採取不同區位的選擇上整合創新的接單模式以利因應國際景氣與客戶需求改變所演化的新經營模式,國際上的競爭無所不在,隨著市場及客戶需求不斷地改變之下台灣傳統產業必須隨著外部環境的改變下去做為營運調整,不斷調整自身的核心競爭力。本研究以C公司為例,希望對於其他迫切需要轉型的傳統產業與台灣升級成世界具有核心價值的產業鏈上能夠有一席之地。

關鍵字

價值網 OEM ODM 競爭優勢 品牌形象

並列摘要


Since 2008, due the financial tsunami crisis, there is a drastic decline in demands for export orders. Like many companies, Taiwan’s textile post processing manufacturers faces a gradual decline in gross margin. To combat this crisis, many weaving and dyeing factories sold its machinery and scale down its operation. There are many of textile-related small to medium size companies face either closure or offshoring. Some factories even create their own brand to deplete its existing stocks and hopes of higher profit margin will cover the business operation costs. However, when a company switches from OEM to having its own brand, it creates a conflict of interest with its existing customers. This may very well result of losing existing customers to offshoring manufacture who have lower labor costs advantage. Many studies cover the effects and result of switching from OEM to own branding; however, not many studies discuss its business model or offshoring to single country advantages. Management model for Taiwan could tranforme into new business model of intermidary across the glob and reciving purchase order. This study will investiage the value net of company C’s business model to determine textile post processing manfutatures in choosing location for the market competitiveness. In the past studies, companies often determines its offshoring entery strategy by evalueating its sales growth and markets share in the particular country. C company is a small to medium sized textile post proccessing manufacturer. At the beginning period, it has many competitive advantage as an OEM (Original Equipment Manufactures). In time, the company’s research and design capability has gorwn into ODM (Original design Manufactures). Currently, company has adopt the new business model of multi-nationals procurements as well multi-national sub-processing method. Through its own manufacturing process and quality control, Company C extend its support and skillset to sub-processing manufactures in different countries. This create the maximum profit in manufacturing model and thus change its business model. Through value net model, textile post processing manufacturers needs to integrate and innovate at each stage when selecting countries for sub-processing manufactures to combat the change in international economy and consumer demand. International competition is omnipresent, with the market and customers’ demand constaly changing, Taiwan's traditional industries must adopt and adjust along with the changes as well as continuously adjust its core competitiveness. Using company C’s as example, this study may provide many traditional industries the methods for transformation their business model. As well as elevate Taiwan into the world’s core industry chain.

並列關鍵字

Value net OEM ODM Competitive Advantage. Brand Image

參考文獻


陳劍華(2014),以價值網觀點探討企業競爭優勢-以鰻魚產業為例。
許士軍(1996),定性研究在管理研究上的重要性。
廖正祺(2015),紡織要素品牌商之關鍵成功因素研究。
鄭偉智(2014),以價值網觀點探討企業轉型前後的策略差異。
陳琬琪(2002),進入策略、成長策略與經營績效關係之研究─以台商連鎖服務業進入中國大陸觀點分析。

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