國立高雄大學圖資館 |

語系: 繁體中文

說明(常見問題)

圖資館首頁

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

木材加工業之經營管理策略--以茂豐木業公司為例 = Business S...

國立高雄大學高階經營管理碩士在職專班(EMBA)

木材加工業之經營管理策略--以茂豐木業公司為例 = Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited.

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited.
作者:	鐘治世,
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:	2008[民97]
面頁冊數:	92面圖，表 : 30公分;
標題:	木材加工產業
標題:	Wood Products Manafacturing industry
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/89023795752050521942
附註:	指導教授：李博志
附註:	參考書目：面79-84
摘要註:	木材加工業在台灣經濟發展上佔有極其重要的地位，也扮演促成台灣經濟奇蹟的角色之一。木材加工業之工作階段主要包括五大部份：(一)以取得原木為主之伐木，(二)以客製化需求為主之製材，(三)以防蟲防腐為主之乾燥，(四)以室內裝潢及建材為主之木製品，(五)以品味及功能為主之傢俱。如果從經營管理的角度來看，每個加工階段都有其不同的經營策略，也因此使得木材加工業的經營管理更加複雜與困難。本研究以實際經營木材加工業已有 40年之久的茂豐木業公司為個案對象，透過專案訪問曾服務於該公司 40年之久的蔣先生，以SWOT與五力分析為基礎，探討該公司的經營管理策略，研究內容主要包括：(一)木材加工的層次，(二)在各個不同加工層次時，為因應當時的經濟條件、生活環境及政府政策而採取的經營及管理方法。研究結果發現毎個階段的經營管理方式及思維亦各有不同，均與當時的經濟條件、生活環境、政府政策息息相關。簡述如下：(一)伐木階段：(1)進入障礙：高；(2)替代品威脅：無；(3)購買者議價能力：低；(4)供應商議價能力：高；(5)同業競爭程度：低。(二)製材階段：(1)進入障礙：低；(2)替代品威脅：低；(3)購買者議價能力：高； (4)供應商議價能力：低；(5)同業競爭程度：高。(三)乾燥階段：(1)進入障礙：高； (2)替代品威脅：低；(3)購買者議價能力：低；(4)供應商議價能力：中；(5)同業競爭程度：低。(四)木製品階段：(1)進入障礙：高；(2)替代品威脅：高；(3)購買者議價能力：高；(4)供應商議價能力：低；(5)同業競爭程度：低。(五)傢俱階段：(1)進入障礙：高；(2)替代品威脅：高；(3)購買者議價能力：低；(4)供應商議價能力：低；(5)同業競爭程度：低。 The wood products manufacturing industry has been seen an important role in the Taiwan’s economic development, and in consequence is one of the major factors that facilitate Taiwan’s economic miracle. Generally, the tasks of wood products with respect to their manufacting stages mainly includes: (1) to obtain the original logs, (2) to manufacture the lumber based on customers’ requirements, (3) to dry the lumber completely to prevent from bugs corrosion or putrescence, (4) to produce the wood-based products for interior design and building construction purposes, and (5) to produce furniture that are based on customers tastes and are multiple-functioned. From a perspective of business management, it is realized that each stage may have a particular strategy that could match its need in appropriateness, and therefore making the business management even more complex and difficult. In this study, a case study is conducted to derive business strategics for wood products manufacturing industry. Data is collected by interviewing Mr. Jeang who worked in the case company, Green Land Lumber Co.,Ltd. for more than 40 years. The Portor’s five-force analysis technique, including rivalry, the threat of substitutes, buyer power, supplier power, and barriers to entry, is used to derive business management strategics for the case company. Research findings indicate that management strategies in different stages depends highly on their economic conditions, living environment, and government policies. Results are obtained showing that:(1) Logging stage: high barriers to entry, none of the threat of substitutes, low buyer power, high supplier power, and low rivalry.(2) Manufacting

木材加工業之經營管理策略--以茂豐木業公司為例 = Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited.
鐘, 治世

木材加工業之經營管理策略--以茂豐木業公司為例 = Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited. / 鐘治世撰 - [高雄市] : 撰者, 2008[民97]. - 92面 ; 圖，表 ; 30公分.
指導教授：李博志參考書目：面79-84.
木材加工產業Wood Products Manafacturing industry

木材加工業之經營管理策略--以茂豐木業公司為例 = Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited.
LDR:04902nam0a2200277 450 001 133560
005 20170214090747.0
009 133560
010 0 $b 精裝
100 $a 20170214y2008 k y0chiy09 e
101 1 $a chi $d chi $d eng
102 $a tw
105 $a ak am 000yy
200 1 $a 木材加工業之經營管理策略--以茂豐木業公司為例 $d Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited. $f 鐘治世撰
210 $a [高雄市] $c 撰者 $d 2008[民97]
215 0 $a 92面 $c 圖，表 $d 30公分
300 $a 指導教授：李博志
300 $a 參考書目：面79-84
328 $a 碩士論文--國立高雄大學高階經營管理碩士在職專班(EMBA)
330 $a 木材加工業在台灣經濟發展上佔有極其重要的地位，也扮演促成台灣經濟奇蹟的角色之一。木材加工業之工作階段主要包括五大部份：(一)以取得原木為主之伐木，(二)以客製化需求為主之製材，(三)以防蟲防腐為主之乾燥，(四)以室內裝潢及建材為主之木製品，(五)以品味及功能為主之傢俱。如果從經營管理的角度來看，每個加工階段都有其不同的經營策略，也因此使得木材加工業的經營管理更加複雜與困難。本研究以實際經營木材加工業已有 40年之久的茂豐木業公司為個案對象，透過專案訪問曾服務於該公司 40年之久的蔣先生，以SWOT與五力分析為基礎，探討該公司的經營管理策略，研究內容主要包括：(一)木材加工的層次，(二)在各個不同加工層次時，為因應當時的經濟條件、生活環境及政府政策而採取的經營及管理方法。研究結果發現毎個階段的經營管理方式及思維亦各有不同，均與當時的經濟條件、生活環境、政府政策息息相關。簡述如下：(一)伐木階段：(1)進入障礙：高；(2)替代品威脅：無；(3)購買者議價能力：低；(4)供應商議價能力：高；(5)同業競爭程度：低。(二)製材階段：(1)進入障礙：低；(2)替代品威脅：低；(3)購買者議價能力：高； (4)供應商議價能力：低；(5)同業競爭程度：高。(三)乾燥階段：(1)進入障礙：高； (2)替代品威脅：低；(3)購買者議價能力：低；(4)供應商議價能力：中；(5)同業競爭程度：低。(四)木製品階段：(1)進入障礙：高；(2)替代品威脅：高；(3)購買者議價能力：高；(4)供應商議價能力：低；(5)同業競爭程度：低。(五)傢俱階段：(1)進入障礙：高；(2)替代品威脅：高；(3)購買者議價能力：低；(4)供應商議價能力：低；(5)同業競爭程度：低。 The wood products manufacturing industry has been seen an important role in the Taiwan’s economic development, and in consequence is one of the major factors that facilitate Taiwan’s economic miracle. Generally, the tasks of wood products with respect to their manufacting stages mainly includes: (1) to obtain the original logs, (2) to manufacture the lumber based on customers’ requirements, (3) to dry the lumber completely to prevent from bugs corrosion or putrescence, (4) to produce the wood-based products for interior design and building construction purposes, and (5) to produce furniture that are based on customers tastes and are multiple-functioned. From a perspective of business management, it is realized that each stage may have a particular strategy that could match its need in appropriateness, and therefore making the business management even more complex and difficult. In this study, a case study is conducted to derive business strategics for wood products manufacturing industry. Data is collected by interviewing Mr. Jeang who worked in the case company, Green Land Lumber Co.,Ltd. for more than 40 years. The Portor’s five-force analysis technique, including rivalry, the threat of substitutes, buyer power, supplier power, and barriers to entry, is used to derive business management strategics for the case company. Research findings indicate that management strategies in different stages depends highly on their economic conditions, living environment, and government policies. Results are obtained showing that:(1) Logging stage: high barriers to entry, none of the threat of substitutes, low buyer power, high supplier power, and low rivalry.(2) Manufacting
510 1 $a Business Strategics of Wood Products Manufacturing Industry：A Case Study of Green Land Company Limited.
610 0 $a 木材加工產業 $a SWOT $a 五力分析 $a 經營策略
610 1 $a Wood Products Manafacturing industry $a SWOT $a Five-force analysis $a management strategics
681 $a 008M/0019 $b 349908 8034 $v 增訂八版
700 1 $a 鐘 $b 治世 $4 撰 $3 166054
712 0 2 $a 國立高雄大學 $b 高階經營管理碩士在職專班(EMBA) $3 166055
801 0 $a tw $b NUK $c 20081021 $g CCR
801 1 $a tw $b NUK $c 20081021 $g CCR
856 7 $z 電子資源 $2 http $u http://handle.ncl.edu.tw/11296/ndltd/89023795752050521942