國內CAE領導廠商經營策略與競爭力之研究

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/74392

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/74392

Title:	國內CAE領導廠商經營策略與競爭力之研究
Authors:	張子音;Chang, Tzu-Yin
Contributors:	高階主管企管碩士班
Keywords:	經營策略;競爭力;CAE文獻探討;Business strategy;competitiveness;discussion of CAE industry
Date:	2017-05-15
Issue Date:	2017-10-27 13:51:20 (UTC+8)
Publisher:	國立中央大學
Abstract:	鑒於物聯網時代的來臨，人們對新產品推出速度與多樣化的期待與日俱增，促使製造業在新產品推出速度、成本與品質日趨同等重要。製造業面臨競爭激烈的環境，製造業利用電腦輔助分析(CAE)來減少開模次數與增加附加價值來增加競爭優勢。電腦輔助設計(CAE)在面對模具產業的發展趨勢與經營策略成為一個重要且值得深入探討的主題，因此引發本研究的動機。本研究選擇位於新竹的A公司作為個案研究對象，深入探討CAE產業的發展趨勢與個案公司面臨產業趨勢變化的經營策略，並進行核心競爭力分析。本研究以質性方法來做研究分析，採用訪談個案公司之高階主管與產業專家，次級資料的蒐集取得研究資料。經本研究深入分析探討後，對本研究個案歸納出以下結論：(1)策略與外在環境必須配適；(2)發展核心技術與能力，建立持續的競爭優勢；(3)有效整合內、外部資源，塑造有利的經營環境；(4) 建立顧客導向與永續發展的經營理念；(5)透過策略性領導，創造競爭優勢。本研究對於個案公司提出下列建議：(1)持續思考CAE模流分析軟體的核心競爭力；(2)尋找多樣化的策略聯盟夥伴、通路與平台合作策略，持續創造競爭優勢；(3)經營策略與製造業Business Model的重新定義，重新定義CAE平台。對於未來研究方向之建議為：(1)以量化分析之方式進一步驗證經營策略；(2)電腦輔助分析(CAE)、電腦輔助設計(CAD)同業或跨業公司之比較；(3)深入探討在智能製造與工業4.0的環境因素影響之經營策略。本研究對於研究方向之選擇、研究主題之建構與個案公司高階經營層級和產業專家之訪談上雖然研究過程力求嚴謹以符合科學原則，然而仍有一些限制：(1)研究對象的限制；(2)研究資料蒐集與解讀的限制；(3)研究時間的限制。;People at Internet of Thing will hope that the new products could be advertised speedy and be varied. So, manufacturers need to promote the new products’ advertising speed, cost and qualities. For having more competitive advantages than usual ones, manufacturers in a fiercely competitive occupation use Computer Aided Engineering (CAE) to reduce the frequency of mold development and increase the addition values. It is the research motivation about using CAE in the development and manager of mold industry. The clinic A located in Hsinchu is selected as the studied case here. The research is deeply studied how CAE industry trends and case companies face industry trends change business strategy, and the core competitiveness of the analysis. The data collection came from the depth interview with the management and industry-expert auditors in the clinic A, and the secondary data, based on the Qualitative Research Method. Five conclusions are made after the deep analysis to the studied case, (1) Strategy and external environment must be appropriate, (2) Develop core technologies and competencies, establish a sustainable competitive advantage, (3) Effective integration of internal and external resources, create a favorable business environment, (4) The establishment of business philosophy related to customer orientation and sustainable development, and (5) Through strategic leadership, to create competitive advantage. The comments to the case clinic are as follows, (1) Continuously consider the core competencies of CAE mold flow analysis software, (2) Looking for a variety of strategic alliance partners, access and platform cooperation strategy, continue to create competitive advantage, and (3) Business strategy and manufacturing business model to redefine, redefine the CAE platform. Future research direction is commented toward to (1) verify the business strategy by means of quantitative analysis, (2) compare with the difference between Computer Aided Engineering and Computer Aided Design among companies in the same or different business area, and (3) discuss the business strategies in intelligent manufacturing and the environment of Industry 4.0. The research is proceeded carefully to meet the scientific principles for the topic selection, research structure, and the interview with case clinic managementand employees and industry-expert auditors. But there are some limitations as below, (1) limitation to research sample, (2) limitation to collect data and analysis, and (3) limitation to research time.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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