| 摘要註: |
本主題在研究越南之台資鞋業廠商,因工資上漲、政策和科技設備進步等等因素問題後,發展自動化之趨勢。因為自動化計劃的資訊收集只有內部核心幹部或高層掌握,因此,訪談針對製鞋業相關老闆幹部等高層進行,研究調查受訪者人員用哪些自動化方法來提升效率,解決勞動力成本上升問題。整合訪談資料及參考文獻歸納後,導入波特五力分析模型 (Michael Porter's five forces model) 及策略矩陣,並預測其發展趨勢。以個案公司中塑膠射出鞋材業為例提出結論與建議,以供越南台商做為決策之參考,希望此研究對於在越南發展的企業有所幫助。了解製鞋業鏈模運作後,本研究為進行更深入實際的分析與探討,因此,本研究於2015年4月至越南鞋業公司進行為期兩個月的深入訪談研究,就自動化趨勢來對高階主管 (副總經理、協理) 進行不具名深度訪談。因文獻方面不足以表達研究之全面性,因此,訪談資料為重要的佐證推論依據。在此以深入訪談法做一訪談大綱的說明。研究結果發現:一、在越南有TPP (Trans-Pacific Partnership, TPP) 與RCEP (Regional Comprehensive Economic Partnership) 接軌國際市場的經濟體系下,將有較好的發展機遇,且就目前台灣鞋業最大的競爭對手中國鞋廠來說,中資廠至越南設廠與台資廠營運成本相當,沒有中國本土優勢,且台商在越南經營的時間較中國長反而較有競爭優勢,因此,若有歐美的市場跟品牌的技術發展自動化下,成功的機會很大。二、台商目前發展的模式是漸進式發展自動化,大多是用自動化設備搭配人工,從訪談中了解其投入自動化大多從比較簡易的機器設備。因為台商非常重視實際且快速回收的投資模式,但以目前的生產效率為半自動化最高。可見若是自動化的技術能再進步,投資成本再降低,使得投資者的效益明朗,我們相信自動化已是個必然的趨勢。三、大多廠商都是替品牌做OEM,因此真正自動化的研發跟技術掌握在NIKE與ADIDAS兩大品牌手上,而廠商重視客戶對工廠的形象,所以進行設備升級與投資自動化設備的採購,以取得技術領先競爭者之良好形象,但只有真正大型的企業在實行,如寶成投資在進行比較創新的鞋業自動化生產。四、運用台灣廠商替歐美品牌代工的優勢,與歐美運動鞋品牌商合作或技術交流,掌握新生產技術發展趨勢,生產者達成高程度自動化生產後,可針對歐、美、日客戶需求進入當地市場建立生產基地,並可由降低生產成本及生產之產品差異化的優勢,擴展台灣及中國東南亞市場進行自產自銷產地直銷。 This research is focused on automation trend of Taiwan shoe factories in Vietnam, which is caused by influential issues such as rising wage, policies, and advancement of science, technology and equipment. Because the information of automation plans is controlled by internal key managers or senior managers of a company, therefore, the interview is conducted aiming at relevant shoe factory owners or senior managers. The research studies how many automatic approaches interviewees have applied to lift efficiency and solve issues of labor cost increasing. By integrating interview data and references and applying Michael Porter's Five Forces Model and strategy matrix, the research predicts the trend of development, giving conclusion and suggestions as strategy reference for Taiwan businessmen in Vietnam based on an example of plastic injection shoe maker among many cases. I hope this research can be helpful to Taiwan enterprises who are seeking development in Vietnam. Understanding the operation process of shoe factories and to give a deep and practical analysis and study, I went to Vietnam in April 2015 for a two-month in-depth study in Vietnam shoe factories, and interviewed senior managers (Vice President, Assistant VP) anonymously about automation trend. Since files can hardly cover fully of the research, so this interview data becomes an important proof for the inference. Hence, I will explain the interview outline by using an in-depth interviewing method.The result of this research finds:1.In Vietnam, those factories under economic systems of TPP (Trans-Pacific Partnership, TPP) and RCEP (Regional Comprehensive Economic Partnership) in line with international markets will have better opportunities for future development. This study takes Taiwan shoe factories' current largest competitor, Chinese shoe factories, as an example. In Vietnam, operation costs of Chinese factories are equal to Taiwanese factories but Chinese factories no longer have any local advantages. On the other hand, Taiwanese factories have rooted in Vietnam earlier than Chinese factories do. This gives Taiwanese factories a competitive advantage. Therefore, if a factory has its own brand and technology as well as some share of European and American markets, the factory will have more chances for success through developing automation. 2.Taiwanese factories are developing their automatic production gradually so far, mostly combing auto machines with manual work. During the interview I found many machines and equipment which invested for automatic production are relatively simple. Taiwan businessmen favor more practical investment with fast return. At present, semi-automization is a method with the highest production efficiency. It is assumed that if the technology of automization can advance further, investment costs lower further, and benefits for investors become clearer. It is believed that automization will be an inevitable trend. 3.Most manufacturers are simply doing OEM for popular brands. Hence, real development of automation and its techniques are mastered by two famous brands, Nike and Adidas. As manufacturers highly value the impression they give to customers, they upgrade their equipment and invest in purchasing automation equipment to win a good image of being an advanced technological contender. However, only large-scale enterprises, such as Tangent Capital, are able to do such investment and engage a more innovative way of producing shoes automatically.4.Taiwanese manufacturers can use their advantages of being OEM producers for European and American brands to cooperate or exchange techniques with Europe and the United States sport-shoe brands, mastering development trend of new production technology. When a manufacturer attains a high level of automation, it can enter its local markets and set up manufacturing base based on demands of its European, American, and Japan customers. And, then, by using advantages of lower production cost and product differentiation, the manufacturer can expand its business in Taiwan, China, and Southeast Asia markets through local production and direct selling. |