| 摘要註: |
在國際化浪潮與生產成本不斷上漲的壓力下，各企業為能持續發展與保有強大的競爭力，無不進行各項的研究與投資。根據波特的企業基本競爭策略，企業想要具有競爭力有以下做法：一、低成本領導，二、差異化，三、集中化。因此，全球化的運籌佈局是企業保有持續的競爭力，以及獲取低成本的方式之一。以我國在東協各國的投資地點而言，台灣的廠商自民國四十八年開始便對外進行投資，從一開始的泰國到最近的越南，投資的國家依當時各國的經濟與政治的情況，與各國的優惠政策而有不同的變動。但是為何同在一個國家進行投資，有些企業收益豐碩，但是有些企業卻鎩羽而歸?再者，在孫臏兵法的月戰中有提「天時、地利、人和，三者不得，雖勝有殃」，而孟子的公孫丑下亦提到「天時不如地利、地利不如人和」，所以當投資者有一致的理念想要到外國投資時，設廠地點的選點便格外的重要。本研究以台灣的味丹公司為例，以其到越南投資的當時，在國內面對生產成本上漲的衝擊，而在預見的未來，競爭將更為激烈，為能使企業永續的發展，味丹公司必須到國外進行投資，在分析公司的企業的價值鏈定位與企業競爭策略規劃後，味丹公司依據以前在台灣設廠成功的經驗，決定在越南進行設廠投資。本研究以企業區位選定策略的理論為基礎，針對味丹公司在越南設廠的地點為研究對象，探討同為味精製造業，味丹公司在越南設廠地點，比一般的同業的優勢的原因，以及同在越南設廠，是否會因為廠址的不同而影響其經營績效，並以此作為專家訪談研究，其結論如下：1.味丹公司在越南設廠地點與其公司績效有密切的關連性。2.味丹公司廠址選定的前5項因素分別是：接近銷售市場、原料能源與水電、潛力市場、交通與運輸與政府法令穩定。3.廠址會隨著社會經濟的變化而對企業產生了不同程度的影響，企業必須有長遠的規劃，以能應變與創造企業的利基。 Under the pressure of internationalization and the continuous increase of production cost, enterprises have been preceding kinds of researches and investments to keep developing and maintain strong competence. According to Porter’s Business Generic Competitive Strategies, enterprises can become competitive through: (1) Overall cost leadership, (2) Differentiation, (3) Focus. Therefore, the globalizes arrangement is a way for enterprises to keep their competence and get the low costAs to our investment locations in beginning investment country Thailand to the recent one Vietnam, depending on economic and political situations and preferential policies of those countries, the invested countries varied.However, why are there some enterprises earning great profits and some retreating when all of them invest in the same country? Besides, in ‘Timing Combat’ of “the Art of War” which was written by Sun Bin, it’s mentioned that “without opportunities of time vouchsafed by Heaven, advantages of situation afforded by the Earth and the union arising from the accord of Men, even if you can get victory, there could be some troubles.” And in Mencius, it’s also mentioned that ”Opportunities of time vouchsafed by Heaven are not equal to advantages of situation afforded by the Earth, and advantages of situation afforded by the Earth are not equal to the union arising from the accord of Men.” Therefore, when investors invest abroad unanimously, selecting factory locations is extremely crucial.This study takes Taiwanese company Vedan as an example. Before investing in Vietnam, Vedan faced the impact of the increase of domestic production cost, and in the upcoming future, the competition would be even sharper. To keep the enterprise’s continuous developing, Vedan had to invest abroad. After analysing their company’s value chain position and business competitive strategy planning, Vedan decided to invest in Vietnam to build factories in accordance with their successful experience in Taiwan. Based on the theory of Enterprise Location Selecting Strategy, this study researches the locations that Vedan built factories in Vietnam, trying to probe into the reasons why Vedan’s factory locations in Vietnam bring more advantages than other MSG manufacturers and to see whether different factory locations affect manufacturers’ achievement or not. To answer these questions, the researcher interviewed some experts, and the conclusions are listed below:1. The locations that Vedan built their factories in Vietnam have a close relation with the company’s achievement.2. The most important 5 factors concerning Vedan’s factory location selection are: being close to the market; raw materials, energy, water and electricity; potential markets; communications and transportation and stable government decrees.3. With the change of the society’s economical situations, factory locations may affect enterprises in different degrees, so enterprises have to draw up a long-term plan to accommodate them to the changed situation and establish their niches. |