台灣電弧爐鋼鐵產業之策略分析-以A公司為例

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Title:	台灣電弧爐鋼鐵產業之策略分析-以A公司為例
Authors:	陳永智;Chen,Yeong-Jhy
Contributors:	管理學院高階主管企管碩士班
Keywords:	核心競爭力;競爭優勢;競爭策略;電弧爐;competitive advantage;competitive strategy.;core competence;electric arc furnace
Date:	2007-06-08
Issue Date:	2014-05-08 15:29:28 (UTC+8)
Publisher:	國立中央大學
Abstract:	從鋼鐵產業未來發展的趨勢來看，台灣電弧爐鋼鐵業者不宜再從量的觀點來考量競爭策略，而須注意鋼鐵產業之下游與上游之間重要的策略聯盟問題。其實每家鋼鐵廠都需要自己的中下游體系；只有將中下游的業者及其產品加以聯結，才具有較高的競爭力。這樣才會有提升附加價值的機會，也是未來業者所須因應的方向。本研究目的即在對電弧爐鋼鐵業者，在面臨內在經營環境惡化、外在競爭壓力增強時，其未來的競爭策略如何去定位。本研究藉由國內外核心競爭力、競爭優勢、競爭策略理論文獻與產業文獻之整理，及個案公司高階主管的訪談、個案公司公開說明書、年報資料歸納整理，以了解電弧爐鋼鐵產業特性及國內電弧爐業者的未來競爭策略。本研究之結論認為電弧爐鋼鐵產業是關聯性很高的產業，而且使用廢鋼原料為資源回收循環再利用，所以雖然屬於成長低之成熟傳統製造業，但是產業還是會長久性存在。台灣電弧爐鋼鐵產業由中低層次向中高層次轉型是必需的。此產業的一般標準品在台灣利潤已很低，必須開發生產較高附經濟價值產品，才能擺脫中國的競爭，創造「藍海」經營環境。 ;In view of the development trend of the steel industry, Taiwan’s electric arc furnace firms should not consider their future competitive strategy purely based on quantitative variable. Rather, they should take strategic alliance between up-stream and down-stream firms into serious consideration. Each firm needs its own vertical strategic alliance network. Only through strategic alliance between them can Taiwan’s electric arc furnace firms obtain higher competitiveness. This is the only way for value-added improvement and growth. The purpose of this paper is study the positioning of the competitive strategy for Taiwan’s electric furnace firms when they face both the worsening internal management environments and external competitive pressures. In addition to reviewing literatures in core competence, competitive advantage, and competitive strategy, this research also conducts interviews with industry executives, and evaluates various corporate prospectuses and annual reports. Necessary analyses are made to present a comprehensive picture for the characteristics of the industry and the future competitive strategy of its firms. This paper concludes that the electric arc furnace industry is an industry with high forward and backward linkages. It uses recycled ferro scraps as materials. Although it is a matured industry with low growth potential, the industry will continue to exist. However, in order to survive, it is necessary for the Taiwanese firms in this industry to upgrade its quality from low level to middle-to-high level. The profits for the standard products in this industry in Taiwan are already very low. In order to meet the price competition from cheap Chinese products, Taiwanese firms need to develop products with higher value-added products as its “blue sea” growth strategy.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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