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台灣紡織企業經營策略之研究-以E公司在越南為例 = A Study of...

國立高雄大學高階法律暨管理碩士在職專班(EMLBA)

台灣紡織企業經營策略之研究-以E公司在越南為例 = A Study of Management Strategies for the TaiwaneseTextile Industry: The Case of E Company in Vietnam

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	A Study of Management Strategies for the TaiwaneseTextile Industry: The Case of E Company in Vietnam
作者:	黃新翔,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	民100
面頁冊數:	114葉圖，表格 : 30公分;
標題:	紡織業
標題:	Textile Industry
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/39583825911797014880
附註:	參考書目：葉84-91
其他題名:	臺灣紡織企業經營策略之研究-以E公司在越南為例
摘要註:	面臨日愈激烈的國際化競爭，台灣紡織廠商必須不斷的尋找單位勞力成本低廉的生產基地，以降低生產成本改變經營模式，進行全球佈局。不但，必須具有國際觀、國際分工的運籌管理能力，還要導入高科技技術運用，整合生產、行銷、及管理之現代型紡織產業。因此，具有高度全球化的台灣紡織產業，已不能繼續再靠生產成本差異的經濟套利進行全球銷售。台灣紡織企業如何更有效地運用國際資產及企業內部價值鏈繼續在國際舞台上再創競爭優勢，為本篇研究的主要動機。本研究以Porter的企業價值鏈理論及SWOT分析並與E公司經營者做深入訪談探討E公司在越南經營策略相關面向為主要研究架構，分析我國紡織業過去、現在之價值鏈，以及個案公司研究之探討，希望將個案公司在越南成功經營的策略，提供給現階段面臨轉型的台灣紡織業者早期E公司也是在面對台灣環保意識抬頭、工資上漲等大環境變遷壓力下，不得不另尋生產基地而來到越南發展。當初，在越南生產的產品多數為大陸生產線沒有生產的低階紡織產品。雖然在現階段E公司也面臨工資成本上揚、土地租金上升、國際原物料飆漲以及外匯匯率消長等問題。但是隨著與經銷商品牌代工多元化，E公司也針對越南生產線進行現代化生產改造，與電子資訊管理。逐一提高越南生產線產品現階段對於中低階產品為主力生產商品。目前E公司的價值鏈從生產導向(OEM)演變到委託設計生產(ODM)，並經由中游(織布染整)、下游(成衣)之整合，發揮總體經營管理效益。此外，也與市場通路商及地區經銷商形成合作夥伴，也發展策略聯盟推出更具獨特、創新之紡織織布技術合作研發來強化價值鏈，將策略管理面向由垂直整合轉向水平發展，並試著將組織國際化團隊結合來自不同地區、不同產業之人才。讓組織之價值鏈發揮最高效益，達到資源共享及差異化之競爭優勢，未來將發展品牌之策略(OBM)，競爭形態改變由成本競爭形態轉變為品牌價值競爭形態，由E公司製造轉變為E公司創造。儘管越南投資環境仍有不少缺失，但較之東南亞其他國家尚有其優勢。 Facing with the more intense international competition, the textile industries in Taiwan need constantly to find other productive bases where the unit of labor cost is much lower. They hope to decrease the production cost, change their business models, and global layout. Moreover, they also need to possess international persepectives and logistic abilities. Besides, they need to cite high technological application, integrate the modern textile industries with production, marketing, and management. For this reason, the Taiwan’s textile industries have high globalization already can not constantly rely on the economical diversity of production cost that to market global. For Taiwan’s textile industries, how effective to perform international assets and create their own competitive advantages of internal value chain in global marketing that is the main motivation in this study. In this study, it uses Michael E. Porter’s the value chain, SWOT analysis, and discuss with the E company’s operator to interview its business strategies in Vietnam is the main research framework. It analyzes textile industries the value chain between past and present in our country and discuss this case company’s research. This study hopes to provide this case company’s successful business strategies in Vietnam to Taiwan’s textile industries that face to reform in present stage.In early stage, E company also faced many industrial environment changes such as the eco-awareness raised in Taiwan and earnings cost increased, etc. So it had no choice but to find another productive base. For this reason, this company moved and developed in Vietnam. At first, most productions were low class textile products in Vietnam what without manufacturing in China. Although, the E company also faced earnings cost increased, place rent rose, prices of raw materials skyrocketed, and foreign exchange rate changed. But with operating brand’s original equipment manufacturer (OEM) became more diversified, the E company aimed at reforming the production lines and used electronic information management in Vietnam that are more modernistic. Improving Vietnam's production line product on the low-middle level products in present stage became main productive manufacture. However, the E company’s value chain developed from original equipment manufacturer (OEM) to original design manufacturer (ODM). And it integrated with midstream that is weaving and dyeing, downstream that is tailoring and developed benefits of macro-operation management. In addition, the E company also cooperated with marketing distributors and regional dealers and progressed strategic alliance that researched and developed more peculiar and innovated textile cloths’ techniques to intensify its value chain. Moreover, it integrated with its strategic management from perpendicular to horizontal. And it tried to organize internationalization group to combine with different regions and different talents who are in different industries. It hoped to let the most highly profitable value chain that could be developed and achieve to share resources and differentiations’ competitive advantages. In the future, it will develop brand’s strategy of original brand manufacturer (OBM).Its competition form changed from cost competition to brand value competition such as the E company’s transition from manufacture to creation. Finally, even though Vietnam’s investment environment still has some shortcomings. But it still has much more advantage than other countries in Southeast Asia.

台灣紡織企業經營策略之研究-以E公司在越南為例 = A Study of Management Strategies for the TaiwaneseTextile Industry: The Case of E Company in Vietnam
黃, 新翔

台灣紡織企業經營策略之研究-以E公司在越南為例 = A Study of Management Strategies for the TaiwaneseTextile Industry: The Case of E Company in Vietnam / 黃新翔撰 - [高雄市] : 撰者, 民100. - 114葉 ; 圖，表格 ; 30公分.
參考書目：葉84-91.
紡織業Textile Industry

台灣紡織企業經營策略之研究-以E公司在越南為例 = A Study of Management Strategies for the TaiwaneseTextile Industry: The Case of E Company in Vietnam
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