加油站產業因應2050淨零碳排轉型策略─以C公司為例

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题名:	加油站產業因應2050淨零碳排轉型策略─以C公司為例
作者:	盧亮羽;Lu, Liang-Yu
贡献者:	高階主管企管碩士班
关键词:	淨零碳排;經營模式;競爭策略;綠色能源;永續經營;Net Zero Carbon Emissions;Business Model;Competitive Strategy;Green Energy;Sustainability Management
日期:	2023-06-20
上传时间:	2024-09-19 16:23:18 (UTC+8)
出版者:	國立中央大學
摘要:	近年全球因溫室氣體效應，引起氣候變遷、海平面上升及極端氣候等影響人類生存的問題，為追求地球永續，聯合國氣候變遷大會呼籲各國政府必須更加積極地採取行動，應對溫室氣體效應的挑戰，將全球溫室氣體排放量以2010年為基準在 2030 年前減半，並在 2050 年達到淨零以達地球永續發展。交通運輸部門一直是石油需求的主要來源，隨著各國致力於減少碳排放，新能源車如電動車市場展現出快速的成長趨勢，預期運輸部門對石油需求的減少，將影響加油站產業銷售油品之業務績效，為加油站產業急迫需面對挑戰。本研究的主要目的為針對國內龍頭石油公司-研究個案C公司如何應對並規劃有效的轉型策略，經由進行加油站產業分析，掌握外部市場的機會和威脅，並分析C公司內部資源和能力的優勢和劣勢，以擬定競爭策略，希望透過加油站經營模式的轉型，提升通路價值，引導加油站業者在油品銷量逐步減少的未來，尋找替代產品和創新服務並確保C公司的營收和獲利，以達到永續經營的目標。研究發現加油站產業將面臨油品銷售逐漸減少的問題，但新能源車的普及、綠色能源及科技的發展也為該產業帶來轉型的機會。本研究根據個案公司的內部資源與能力，提出全方位的策略架構，如強化多元服務能力，轉型為充電（加氫）站，培養經營人才，發展新能源技術，投資綠色能源等。最後本研究對C公司的經營發展提出了短期、中期和長期的管理策略建議。短期內，C公司需優化與創新服務，積極評估擴增服務站點，加快新能源技術的開發和應用，並強化數位轉型。中期來看，該公司需要優化人力資源，加強與市場優質新能源業者的合作。在長期方面，建議C公司評估擴展業務範疇，實踐社會責任與環保理念。本研究相關管理策略建議提供研究個案C公司參考，推動淨零轉型，為永續台灣努力。;In recent years, the global greenhouse gas effect has caused climate change, rising sea levels, and extreme weather that affect human survival. In pursuit of sustainable development of the earth, the world plans to cut the greenhouse gas emissions of countries around the world in half by 2030 with 2019 as the base year and achieve net zero carbon emissions by 2050 to achieve sustainability of the earth. The transportation sector has always been a major source of demand for oil. As countries strive to reduce carbon emissions, the market for new energy vehicles, such as electric vehicles, shows a rapid growth trend. It is expected that the reduction in demand for oil in the transportation sector will reduce the sales of oil products in the gas station industry and pose an urgent challenge for the gas station industry. The main purpose of this study is to investigate how Company C, a leading domestic oil company, may respond to the market change and plan effective business transformation strategies accordingly. By analyzing the gas station industry, we can grasp the opportunities and threats of the external market and analyze the strengths and weaknesses of C Company’s internal resources and capabilities to formulate effective competitive strategies for the company. It is hoped that by transforming the gas station business model, channel value can be enhanced and gas station operators can find alternative products and innovative services in the future when oil sales gradually decrease, ensuring Company C’s revenues and profits to achieve the management goal of sustainability. The study found that the gas station industry will face the problem of gradually reduction of oil sales, but the popularization of new energy vehicles, green energy, and technological development will also bring opportunities for transforming the industry. Based on the internal resources and capabilities of Company C, this study proposes a comprehensive strategic framework, such as strengthening multi-service capabilities, transforming into charging (hydrogenation) stations, cultivating business talents, developing new energy technologies, and investing in green energy. Finally, this study suggests short-term, medium-term, and long-term strategies for Company C’s business development. In the short term, Company C needs to optimize and innovate its services, actively evaluate the expansion of service stations, accelerate the development and application of new energy technologies, and strengthen digital transformation. In the medium term, the company needs to optimize human resources and strengthen cooperation with high-quality new energy players in the market. In the long term, Company C should evaluate expanding its business scope and implementing measures for social responsibility and environmental protection. The relevant management strategies suggested by this study provide a reference for Company C to promote net zero carbon emission and strive for sustainability.
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