從SCP架構探討台灣ABS產業

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题名:	從SCP架構探討台灣ABS產業
作者:	車靜玫;Chu, Ching-Mei
贡献者:	產業經濟研究所在職專班
关键词:	石化產業;ABS產業;SCP分析架構;高值化策略;數位轉型;永續發展;Petrochemical Industry;ABS Industry;Structure–Conduct–Performance (SCP) Model;High-Value Strategy;Digital Transformation;Sustainable Development
日期:	2025-06-24
上传时间:	2025-10-17 12:11:50 (UTC+8)
出版者:	國立中央大學
摘要:	台灣石化產業自1960年代起即為政府工業政策之核心，1970-1980年代開始發展自主化供應鏈，扮演支撐中下游製造業的重要原料供應者。ABS作為石化產業中游之五大泛用塑膠之一，在電子產品、汽車與建材等領域應用廣泛，台灣ABS製造商亦於全球供應體系中占有關鍵地位。然而，隨著全球永續政策加速推動及數位科技迅速發展，傳統石化產業營運模式正面臨嚴峻挑戰，促使企業積極導入數位轉型與低碳產品策略，尋求產品的結構轉型與價值再造的契機。本研究採用SCP（結構－行為－績效）的產業組織理論架構，針對台灣ABS產業進行分析，涵蓋市場結構、廠商行為與財務績效等面向，以2019至2023年為本研究的研究期間，分析奇美實業（奇美）、台灣化學纖維（台化）、台達化學（台達化）與國喬石化（國喬）四家主要台灣ABS企業之公開財報、永續報告書與產業資料，觀察其於不同條件下的策略調整與營運結果。研究顯示，台灣ABS產業具有高度集中度與顯著進入障礙，企業以外銷為主，惟台化內銷佔比相對較高。近年受中國產能擴張與碳政策壓力影響，各廠商調整出口市場結構，縮減對中國市場依賴，並加速向產品高值化與低碳化方向發展。績效顯示，四家企業在2020至2021年間經營績效表現亮眼，但自2022年起景氣反轉，純益率、ROA、ROE與EPS普遍下滑。整體策略上，奇美受惠於全球佈局與高階應用，績效表現相對具有支撐力；台化則憑藉台塑集團垂直整合能力與成本控制，相對於四家企業維持穩健績效表現，這兩年仍維持正值；台達化與國喬則面臨較大經營壓力，衰退的幅度較大。隨著未來市場變化與經營與產品的策略規劃上，可以看出四家企業均積極推動高值化產品與產品差異化策略，強化自身特質轉向高階產品市場，另外奇美、台化與國喬也發展再生塑膠（PCR）ABS，符合環保低碳的產品市場，台化、奇美與台達化亦投入AI與EMS系統導入滿足節能需求，同時可以看出奇美、台化積極培育公司內部AI人才，執行多項內部AI專案，強化製程優化與品質控管，逐步由價格競爭轉向價值競爭。整體而言，台灣ABS產業正處於由規模經濟導向邁向創新與低碳永續導向企業轉型的關鍵階段。面對石化產業產業升級與國際之間的競爭壓力，企業除須善用內部資源，更需結合政府政策與產學研資源，提升研發效率與品牌價值，方能持續維持台灣石化產業於全球價值鏈中的競爭地位。 ;Since the 1960s, Taiwan’s petrochemical industry has served as a cornerstone of national industrial policy. By the 1970s and 1980s, the industry began building an autonomous supply chain, playing a critical role in providing upstream materials to support the development of midstream and downstream manufacturing. As one of the five major general-purpose plastics in the midstream segment, Acrylonitrile-Butadiene-Styrene (ABS) is widely used in electronics, automotive parts, and construction materials. Taiwanese ABS manufacturers also occupy a key position in the global supply chain. However, with the acceleration of global sustainability policies and the rapid advancement of digital technologies, traditional operational models in the petrochemical sector are facing serious challenges. This has compelled firms to actively pursue digital transformation and low-carbon product strategies, seeking structural upgrades and value re-creation. This study adopts the Structure–Conduct–Performance (SCP) framework of industrial organization theory to analyze Taiwan’s ABS industry, examining market structure, firm behavior, and financial performance. Focusing on the 2019–2023 period, this research analyzes publicly available financial data, sustainability reports, and industry information from four major Taiwanese ABS producers: Chi Mei Corporation, Formosa Chemicals & Fibre Corporation (FCFC), Taita Chemical Company, and Grand Pacific Petrochemical Corporation (GPPC). The results show that the industry exhibits high concentration and significant entry barriers. Most firms are export-oriented, with the exception of FCFC, which has a relatively higher proportion of domestic sales. In recent years, companies have responded to overcapacity in China and increasing regulatory pressure from carbon policies by diversifying their export markets and shifting toward high-value and low-carbon product development. During 2020–2021, all four firms demonstrated strong financial performance; however, beginning in 2022, profitability indicators such as net profit margin, return on assets (ROA), return on equity (ROE), and earnings per share (EPS) declined due to market downturns. Strategically, Chi Mei benefited from global deployment and a focus on high-end applications, maintaining relative resilience. FCFC leveraged its vertically integrated supply chain within the Formosa Plastics Group and strong cost control to deliver stable performance. In contrast, Taita and GPPC faced greater operational pressures and experienced more significant declines. Looking ahead, all four companies are actively pursuing high-value and differentiated product strategies to target high-end markets. Chi Mei, FCFC, and GPPC have also developed post-consumer recycled (PCR) ABS in response to growing demand for environmentally sustainable products. In parallel, Chi Mei, FCFC, and Taita have implemented AI technologies and Energy Management Systems (EMS) to enhance energy efficiency. Notably, Chi Mei and FCFC have invested in internal AI talent development and launched multiple AI-driven projects to optimize manufacturing processes and strengthen quality control, signaling a shift from price-based competition to value-based competition. In sum, Taiwan’s ABS industry is undergoing a critical transition—from scale-driven growth to a model centered on innovation and sustainable development. In facing mounting competitive pressure and industry transformation, firms must not only fully leverage internal resources but also collaborate with government policies and academia–industry research initiatives to enhance R&D efficiency and strengthen brand value, thereby ensuring Taiwan’s continued competitiveness within the global petrochemical value chain.
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