大陸台資企業設廠規劃與營運策略探討：以某光電公司為例;none

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/55016

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/55016

Title:	大陸台資企業設廠規劃與營運策略探討：以某光電公司為例;none
Authors:	曾景升;Tseng,Ching-sheng
Contributors:	管理學院高階主管企管碩士班
Keywords:	外部環境;投資綜效;external environment;investment synergy
Date:	2012-07-09
Issue Date:	2012-09-11 19:14:59 (UTC+8)
Publisher:	國立中央大學
Abstract:	現今的中國，亟欲拋棄貧窮落後的過去，幾個階段招商引資工作，有條件的藉外資的資金與技術優勢來改善中國國內企業內在體質的沉痾破舊，引導著廣大的勞動力脫離農村經濟模式，投入新的產業，創造更高的勞動價值。和台灣同時加入WTO組織的中國，經過了國際市場化的考驗，各種的國際活動積極爭取參與顯示中國想要成為世界強國的企圖心。所以，將要前進中國，或是已經在中國投資設廠生產的企業，在營運策略規劃上，已不能將人工土地便宜、有廣大的勞動力供應、物價水平低廉等列入中國評估優勢項目上，必須清楚我們所面對的中國市場是一個綜和歐、美、日、韓列強環伺的一級戰場，也是全球單一經濟體在往後十年發展最為迅速、影響規模較為廣泛的國家。在這篇研究論文裡，藉由筆者公司前往大陸設廠規劃和營運探討來闡述，如何使用波特Porter(1980)的五力分析，Ansoff (1965)的SWOT分析及關鍵成功因素(key success factors， KSF)來為企業檢視評估，利於企業依自身的條件逐項的開展設廠的前期規劃，以及後續在大陸投資設廠營運所需要注意的大陸政策外部環境變化，及因應環境變化企業應該採取的策略措施。論文研究中，個案公司的前期規劃所提到的各項評估要點關連著移轉到大陸的初期效益，讓個案公司在各項選項評估中，迅速而有序的完成決策，快速的建立大陸生產基地，移轉台灣日益下滑的產能需求。在投資設廠後續經營，也運用SWOT分析與波特五力分析方式，調整劣勢的產品經營，配合領先產業的發展趨勢，成功轉型，創造企業更高的投資綜效。Today's China, anxious to abandon the poor and backward in the past, the several stages to attract foreign investment by foreign capital and technology advantages to improve the internal constitution of the Chinese domestic enterprises Shen malady old, and guide the majority of the labor force from rural economic modelinvestment in new industries, creating a higher value of labor. And Taiwan's accession to the WTO organization, after a test of the international market, a variety of international activities is actively seeking to participate in China wants to become a world power ambitions. So, to move forward in China, or production enterprises already set up plants in China in the strategic planning of the operation, artificial land can not be cheap, the majority of the labor supply and low price levels included in the evaluation of advantages item, you must the Chinese market is clear we are facing a comprehensive and Europe, the United States, Japan, Korea powers camouflage a battlefield, a single global economy is the most rapid development of the next decade, affecting the wider scale. In the research paper by the author's visits to the mainland of the planning and operation of, and how to use Porter Porter (1980) Five Forces analysis, Ansoff (1965), SWOT analysis and critical success factors (key success factors environmental Change, the KSF) for the enterprise view assessment, which will help the enterprises according to the conditions itemized to carry out preliminary planning to set up factories, as well as follow-up investment in the mainland to set up factories in mainland policy operations need to pay attention to the external environment changes and companies should take strategy measures. This thesis, referred to in the case of advance planning of the assessment points off attached to migrate to the mainland early benefits, so the case in the assessment of various options, quick and orderly completion of decision-making, quickly to establish a mainland production base, the transfer of Taiwan's growing decline in capacity requirements. Follow-up factories in the investment business, SWOT analysis and Porter's Five Forces analysis of the way, adjust the disadvantage of product management with the development trend of industry-leading, successful transition to create enterprise higher investment synergy.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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