隱形眼鏡製造公司應用精實生產於其價值鏈強化之研究－以A公司為研究對象

NCUIR > School of Management at National Central University > Executive Master of Business Administration > Electronic Thesis & Dissertation > Item 987654321/97606

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Title:	隱形眼鏡製造公司應用精實生產於其價值鏈強化之研究－以A公司為研究對象
Authors:	徐菁苓;Ching-Ling, Hsu
Contributors:	企業管理學系在職專班
Keywords:	精實生產;價值鏈;隱形眼鏡
Date:	2025-07-15
Issue Date:	2025-10-17 11:40:37 (UTC+8)
Publisher:	國立中央大學
Abstract:	隨著全球數位化浪潮推動3C設備普及，人們的用眼習慣快速改變，導致視力退化與近視人口持續增加，進而帶動隱形眼鏡市場需求穩定成長。隱形眼鏡因具備美觀、便利與配戴舒適等特性，已成為主流視力矯正方案，尤其日拋型產品憑藉高消耗性與低使用門檻，進一步推動產業呈現高循環與穩定成長之結構。儘管全球市場由四大品牌主導，台灣憑藉高度自動化製造技術與卓越的生產效率，於全球供應鏈中占據舉足輕重地位，出口規模穩居世界前列。然而，隨著中國、韓國等新興競爭者以低價策略積極搶占市場，紅海化趨勢日益加劇，嚴重壓縮台灣製造商的利潤空間與價格操作彈性，迫使企業亟需重新檢視其競爭策略。為因應此挑戰，本研究應用TPS（Toyota Production System）精實生產結合波特（Porter）價值鏈理論，探討台灣隱形眼鏡產業如何透過策略定位、價值鏈重構與生產結構強化，打造具差異化且難以模仿的競爭優勢。同時，面對全球供應鏈風險上升與市場需求快速變動，企業強化營運韌性（Operational Resilience）與供應鏈敏捷性（Supply Chain Agility），亦成為實現永續成長與提升動態應變能力的核心關鍵。綜合本研究之發現，台灣隱形眼鏡企業唯有跳脫單純價格競爭，透過柔性製造、服務創新與市場區隔策略，才能在全球市場劇烈變動中持續創造價值與鞏固競爭優勢，進而推動產業升級與長期發展。;With the global digitalization trend accelerating the widespread use of 3C (computer, communication, and consumer electronics) devices, people’s visual habits have changed rapidly, leading to increased rates of vision deterioration and myopia. This shift has driven steady growth in demand for contact lenses. Due to their aesthetic appeal, convenience, and comfort, contact lenses have become a mainstream solution for vision correction. In particular, daily disposable lenses, with their high consumption frequency and low user barriers, have further reinforced the industry’s high-turnover and stable growth structure. Although the global market is dominated by four major brands, Taiwan maintains a critical position in the global supply chain thanks to its advanced automation technology and superior production efficiency, consistently ranking among the top in export volume. However, the rise of new competitors from China and South Korea—employing aggressive low-price strategies—has intensified the “Red Ocean” competition, significantly compressing profit margins and pricing flexibility for Taiwanese manufacturers. This compels companies to reassess their competitive strategies urgently. To address these challenges, this study applies the Toyota Production System (TPS) and Porter′s Value Chain framework to explore how Taiwan’s contact lens industry can leverage strategic positioning, value chain reconfiguration, and enhanced production systems to establish differentiated and hard-to-replicate competitive advantages. In addition, as global supply chain risks increase and market demands fluctuate, strengthening operational resilience and supply chain agility has become essential for achieving sustainable growth and enhancing adaptive capacity. Findings from this study suggest that Taiwan’s contact lens companies must move beyond price-based competition and instead focus on flexible manufacturing, service innovation, and market segmentation strategies. Only through these approaches can they continue to create value, sustain competitive advantage amid global volatility, and drive industrial upgrading and long-term development.
Appears in Collections:	[Executive Master of Business Administration] Electronic Thesis & Dissertation

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