| 摘要: | LFT(Low Free TDI)聚氨酯(Polyurethane簡稱PU)固化劑俗稱環保型固化劑，在2005年前在中國並沒有專業生產廠商，全部依賴進口，數量約在2萬噸/年以上，至2006年底已有三家外資企業設廠投入生產，產能預估在2萬~2.5萬噸/年，可見大家都共同看好這個有環保需求的市場，從供不應求到供需平衡，從代理商的競爭到直接生產廠商的競爭，其中的激烈的市場變化可見一斑。
本研究主要分析中國PU木器塗料之LFT-PU固化劑產業市場發展的動態及趨勢，提供業者經營規劃、中國政府單位制定產業政策、研究單位訂定研究方向、並透過個案之經營模式分析，提供PU固化劑業者擬定事業經營策略之決策參考。中國市場的產業競爭，已經被世界各國列為一級戰區，雖然許多企業看到中國市場的龐大潛力，但也不要忽略了為數多的競爭者與潛在競爭者。
在產業研究方法利用「五力分析」和「產業矩陣分析法」為主軸，描述各策略點的內涵，並經分析策略點過去變化及未來趨勢，瞭解中國LFT-PU固化劑產業之特性、趨勢及關鍵成功因素。另外選擇產業矩陣分析相對應之「策略矩陣分析法」，針對個案之策略演變過程，利用策略要素一一加以分析，演繹出事業經營的策略組合，訂定事業未來之經營策略。
研究結果發現：
1.產品品質要達到業界現在或未來的標準，需要嚴選投入的分子薄膜餾蒸餾生產設備。
2.為連續式的生產方式，且產品自身反應性很強，在任何生產細節發生問題，如無法及時排除故障就會造成停機，重新開機需要較長時間(一星期以上)的整備，生產的經驗曲線為關鍵成功因素之一。
3.利用即有生產設備及累積的生產經驗曲線，發揮最大的規模經濟，才可作為擴增生產設備的基礎。
4.利用即有分子薄膜蒸餾設備、生產經驗曲線及創新的流程，投入新的目標市場，開發其它如高固含量、高附加價值的新產品。
5.主要原料TDI佔成本8成左右，而且TDI目前市場仍供不應求，能掌握原料來源甚至能向後整合，為目前該產業的最大競爭優勢。
6.中國政府環保法令能否及時的跟上世界產業的潮流，將大大的影響整個LFT-PU固化劑產業的生態。
7.LFT-PU固化劑產業，在中國仍屬寡佔產業，以領導廠商上海Bayer馬首是瞻。
8.個案公司有在大陸設廠及彈性生產的能力，可做客製化代工，增加客戶依賴度。
9.個案公司產品主要以塗料產業銷售為主，LFT領頭可搭配其它產品組合，形成產品組合的特色。
;Before early 2005, while the demand was more the 20,000 tons per year, there was no manufacturer producing LFT(Low Free TDI)-PU(Polyurethane) Hardener in mainland China. The market could only get the material through import. Now (Jun, 2006), there are at least three foreign capital companies dedicating to the production and the output is anticipated between 20,000- 25,000 tons per year. From under to over support, from the competition between agencies to manufacturers, the acute transformation shows that most people are optimistic to the market relating to eco-trend. However, manufacturers should not only focus on the potencies of this market, but the more and more violent competition.
This dissertation is to analyze the development and trend of LFT(Low Free TDI)-PU Hardener industry in mainland China. Through this research, we hope to provide some advice to related manufacturers about managing and planning their production, and also to authorities to set policies of the industry.
The thesis is mainly follows the two methods, “Five force analysis method” and “The industry matrix analysis method”, to describe and analyze each industrial strategy and its trend. “The strategy matrix analysis method”, comparing to the industry matrix analysis method, is also used in case study to deduce the possible strategic combinations of management.
The conclusion comes out as what following:
1. If a manufacturer wants its productive quality to achieve the present and future standard, it has to choose their input to “Molecular thin-film distillation apparatus” carefully.
2. Because the productive way of LFT (Low Free TDI)-PU Hardener is serial, and the material itself is chemically unstable, once there is fine problem unable to eliminate on time, and it may cost about a week to reset the equipments. Therefore, manufacture’s curve of experience is one of the key to success.
3. Original equipments and cumulative experiences are helpful to expand economic scale and also can be the basis to further investment.
4. By“Molecular thin-film distillation apparatus”, manufacture’s curve of experience, and innovative processes, manufacturers can develop some other highly accessional new productions.
5. Main material, TDI, account for 70% of the cost, and the supply cannot meet the demand. Someone who can seize the supply of TDI is able to do vertical integration backward.
6. Once the government set new eco-decrees to catch global trends, it may transform the façade of the whole industry.
7 The industry of LFT-PU Hardener is still oligopoly in China, and Bayer China is the leading manufacturer.
8. The Company in our case study has built their industries in China and is capable to produce flexiblely to fit coditions of Taylor-made. It can efficiently increase customers’Taylor-made dependence.
9. The case study company’s output mainly sells to Painters. In order to strengthen the vantage of its products, it takes LFT in chief to associate with other sets of productions. |
