| 摘要註: |
至二十世紀末開始，世界鋼鐵業者隨著中國與新興市場崛起，鋼鐵需求增加而不斷擴增產能，但在2008年之後，國際金融市場發生金融大海嘯，世界鋼鐵產業在全球經濟環境快速衰退影響需求緊縮，導致全世界鋼廠都面臨產能過剩的危機，產品缺乏競爭力及財務不佳之企業，相繼關廠或受購併，由於特殊鋼相較一般鋼而言，產品具有高價值、高技術的差異化，許多傳統鋼廠為求自保開始將一般鋼品減產，並開始將鋼品研發目標轉向高質化特殊鋼。目前對於國內特殊鋼業者經營策略相關研究，大多集中探討外部環境因素影響與國家政府資源分析為主，鮮少針對國內特殊鋼業者探究其所掌握關鍵內外部資源，因而成就事業並經營成功。因此本研究以國內某一長年專業經營特殊鋼業者為研究對象，應用資源基礎理論(RBT)，探討該業者所掌握之內外部資源，並以重要度-績效度分析法(IPA)及五力模型分析該業者各項內外部資源之重要度與績效度後，對個案公司提出相關之策略定位與建議，並作為其他同屬性業者經營參考依據及日後研究者研究方向及參考。經本研究發現，台灣特殊鋼業者量化分析結果為「技術」、「研發能力」、「設計能力」、此三項資源能力落在優先改善區域，在質化部份經訪談特殊鋼業者，目前在台灣經營特殊鋼產業最大障礙為土地的取得及資金來源，意謂台灣特殊鋼業者長年生產銷售一般大宗不鏽鋼產品為主，在高端特殊金屬方面，過去長期仰賴進口，自主研發與設計能力投入不足，台灣在特殊鋼產品專利所有權方面，更是嚴重缺乏，尤其台灣又受限於人口、腹地及環保的問題與政府政策等問題，近年在面對國際鋼廠規模經濟的競爭，尤其是韓國及中國大陸崛起，台灣在大宗產品方面，價格及產能逐漸失去競爭優勢，因此未來台灣特殊鋼業者應將有限資源投入在「技術」、「研發能力」、「設計能力」這三方面，開發先進高附加價值產品，提高經濟規模，並改善財務結構，如此方能提升競爭優勢，與世界級鋼廠競爭。 To the twentieth century, the world's iron and steel industry with which China and the rise of emerging markets, increased demand and continuous expansion of steel production capacity, but in 2008, the international financial markets financial tsunami, the world's iron and steel industry in the global economic environment for the rapid downturn demand contracted, leading steel mills around the world are facing a crisis of overcapacity, products uncompetitive and poor corporate finance, have been affected by plant closings or mergers and acquisitions, as compared with general steel special steel, the product has a high-value, high-tech difference, many of the traditional steel mills began to seek to protect themselves general steel products production, and began to turn to high-quality steel products R & D target of special steel. At present the domestic special steel industry business strategy research, mostly focused on external environmental factors that affect resource analysis primarily with national governments, with few special steel for the domestic industry to explore the key internal and external resources at their disposal, and thus a successful career and business success. Therefore, this research takes a long professional management of special steel industry as the research object, the application of resource-based theory to explore the industry the knowledge of the internal and external resources, and IPA analysis of the industry of the internal and external resources of importance and performance degrees , made the case company's strategic positioning and related recommendations, and the same attributes as other industry operating reference and future research directions and researchers reference. Results of this study found that Taiwan's special steel industry in the "technical", "R & D capabilities," "design capacity" which three resource capacity is insufficient, landed a priority improvement areas, meaning that Taiwan's special steel industry, in the past many years production and sales of general large stainless steel products, mainly in the high-end special metals, had long been dependent on imports, independent R & D and design capabilities inadequate investment in special steel products in Taiwan patent ownership, more serious deficiencies, particularly in Taiwan and limited population, the hinterland and environmental the problem in recent years in the face of international competition in economies of scale steel mills, especially the rise of South Korea and mainland China, Taiwan bulk products, prices and production capacity gradually losing its competitive edge, so the future of Taiwan's special steel industry limited resources should be invested in "technology "," R & D capabilities, "" design capacity "in these three areas, the development of advanced high value-added products, improve economies of scale, and so can only enhance competitive advantage and world-class steel mills competition. |