台灣PVC產業之SCP分析

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题名:	台灣PVC產業之SCP分析
作者:	蔡憲瑞;TSAI, HSIEN-JUI
贡献者:	產業經濟研究所在職專班
关键词:	石化產業;PVC產業;SCP分析架構;ESG;Petrochemical industry;PVC industry;Structure-Conduct-Performance Model;ESG
日期:	2024-06-26
上传时间:	2024-10-09 16:28:05 (UTC+8)
出版者:	國立中央大學
摘要:	石化產業一直以來是台灣賴以發展的經濟命脈，經過台塑石油崛起與中油相抗衡，兩大龍頭的產業競爭深深影響台灣石化產業未來發展。本研究運用產業經濟學中的「結構－行為－績效」理論架構分析，以五大泛用樹脂之一PVC產業，探討台灣主要生產公司之現況組織發展和績效。結果顯示國內三大PVC廠商與其事業群，已大致建構完成垂直整合供應鏈體系，許多供應原料可經由集團內部採購模式，減少供應商議價的威脅。其中又以台塑最為明顯，而華夏、大洋則是往下游端進行產品開發與提升，其因素在於台塑為PVC產業龍頭，主要原料與產品產能極大，華夏、大洋較難與之抗衡，於是透過產品的獨特性、製程的特殊性來進行市場區隔，在競爭激烈的PVC產業中創造自身的競爭力。由於環保意識抬頭，在台灣塑膠製品產業的市場萎縮，企業應該思考如何替客戶創造價值，以開闢新市場、營造商機。如：永續塑料產業、生物可分解塑膠等。本研究發現，即使不同的競爭策略定位與核心聚焦，三家PVC廠商均能善用其本身的獨特資源，進而搶佔其市場定位與企業價值。可以看出，三家PVC廠商雖然具有不同的策略規劃，但其理念都希望創造其企業價值，雖然都有逆向整合的特色，但對其產品定位、價值創新則各有不同，台塑是將企業多角化經營；華夏、大洋則是推出不同的產品做出市場區隔，都是希望避免傳統競爭策略下，不小心淪入紅海競爭的危機因應。可以看出相關產業在未來市場的策略規劃上，首重創新產品的區隔，從發現未被滿足的市場需求來設計與研發產品，善用本身的科技能力來設計區隔產品的功能差異化。三家PVC廠商公司都是在PVC市場中觀察商機，而憑藉本身卓越的科技研發能力與強大資源，規劃其在創新與創造市場需求的利基點，其差異化策略的運用幾乎全部聚焦在產品創新、價值創新與市場創造上。台灣產業正再次轉型升級，而石化產業不僅是台灣發展的立基，其產品更早已深入所有人的食衣住行之中。未來我們應善用完整厚實的產業鏈基礎，結合最新的ESG循環經濟發展趨勢，生產更多樣、更高值的綠色化學品，讓石化產業持續成為我國經濟發展的重要支柱。;The petrochemical industry has always been the economic lifeblood of Taiwan′s development. After the rise of Formosa Petrochemical and its rivalry with CPC, the industrial competition between the two leading companies has profoundly affected the future development of Taiwan′s petrochemical industry. This study uses the " Structure-Conduct-Performance Model" analysis in industrial economics to explore the current organizational development and performance of Taiwan′s major production companies in the PVC industry, one of the five commonly used resins. The results show that the three major domestic PVC manufacturers and their business groups have roughly completed the construction of a vertically integrated supply chain system. Many raw materials can be purchased through the group′s internal procurement model, reducing the threat of supplier bargaining. Due to the rise in environmental awareness, the market for plastic products industry in Taiwan has shrunk. Companies should think about how to create value for customers to open up new markets and create business opportunities. Such as: sustainable plastic industry, biodegradable plastic, etc. This study found that even though they have different competitive strategic positioning and core focus, the three PVC manufacturers can all make good use of their own unique resources to seize their market positioning and corporate value. It can be seen that in the strategic planning of the future market, related industries prioritize the differentiation of innovative products, design and develop products by discovering unmet market needs, and make good use of their own technological capabilities to design functional differentiation of differentiated products. Taiwan′s industries are once again transforming and upgrading, and the petrochemical industry is not only the foundation for Taiwan′s development, but its products have already penetrated into everyone′s food, clothing, housing and transportation. As ESG gains prominence, it is crucial for companies to prioritize genuine and meaningful integration of ESG principles into their operations. Companies must embed ESG considerations into their core strategies, engage with stakeholders, set ambitious targets, and regularly measure and report their progress.
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