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|Keywords: ||經營策略;轉型策略;閥製品;關鍵成功因素;key success factors;management strategy;transformation strategy;valve production|
|Issue Date: ||2014-05-08 15:29:18 (UTC+8)|
;Valve production is a long-standing traditional industry. The American market alone can import up to 5 billion USD in one year. Taiwan is a main source. Every year manufacturers export as much as 17 billion NT$ worth of valve products. Before the emergence of petroleum replacement products，valve products will still clearly be an important feature in the foreground of the industry.
As a consequence of globalization，science and technology, as well as industrial production, share a common tendency, in that both are striving for change, for speed, for greater scope, and for better prices. Furthermore both must also face up against brutal, low price competition from Mainland China. This has meant that many Taiwan enterprises have had no choice but to relocate outside the country or otherwise transform their modes of production.
In this research we use a real company, Company A, as a research target. The case study method is utilized to inquire into how this company faces bottlenecks due to limited resources，how it successfully adapts suitable tactics to meet its own requirements for transformation，and how it balances client, customer, and supplier needs to arrive at effective mutually beneficial supply and demand systems, that is mutually beneficial symbiosis, and finally how to avoid adversarial conflict and vicious price competition，so as to protect real strength, accumulate resources，and in the end reach the final goal of successful transformation.
In this research we discover that for Company A, the important concept of “person to person interrelations” forms the kernel of the company values. Importance is attached to organizational communication and interaction. These ideas are also extended to solve supply and demand conflict and to management principles. In addition，a lot of importance is attached to the quality of their staff，which is characterized by being able to use flexibility and judgment to remedy deficiencies in the system or institutional rules. The next step is to channel accumulated staff experience, based on the enterprise resource planning(ERP) pattern，into part of the system。
On the basis of this research we suggest the following principles：(1)foster an internal ERP system development team；(2)open up system resources to assist suppliers, manufacturers, engineers and management；(3)find new customers to increase existing market share；(4)set up a system to attract outstanding management talent. In addition we also put forth two suggestions for Taiwan’s valve products industry：(1)expand production toward more high quality valve products；(2)carry on industry integration and sharing of resources.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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