The Study on Industry analysis and Collaborative- Management Performance-An Experience of Metalwork Industry in Taiwan

• Main Authors: Shu-Hui Chien, 簡淑惠
• Other Authors: Pao-Hui Huang
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/29682391615304832435

碩士 === 朝陽科技大學 === 企業管理系碩士班 === 96 === As the tectonic plates of global manufacturing move east and the Internet gives rise to a global business environment free of the constraints of distance, firms are changing their strategy from vertical integration to a horizontal division of labor in order to "derive resources from integration, and achieve collaboration through integration." This shift has unleashed competition throughout supply chains and ushered in the global age of trying to be the fastest. Because of this, industry analysis is needed to help firms draft effective strategies. In addition, assessment of performance after a strategy is implemented, and monitoring of corporate management processes, can enable the determination of whether resource utilization can achieve the firm''s goals. This study investigates how firms facing global competition can use industry analysis to draft business strategies and employ collaborative management mechanisms to enhance operating performance and achieve corporate goals. The study has the following goals: 1. To analyze the current state of Taiwan''s metal furniture industry in order to gain an understanding of the industry''s characteristics and market trends. 2. To investigate the metal furniture industry''s structure and strategies. 3. To investigate the actual effect of adoption of collaborative commercial management on performance at a case study company. This study reached the following conclusions: 1. Taking DIY as a central theme, it is found that Taiwan''s metal furniture industry is a "dispersed industry." Generally speaking, most domestic metal furniture firms are sole proprietorships, and a majority are small or medium-sized enterprises. The industry is clustered in the Changhua area of central Taiwan. The industry''s characteristics include geographical clustering, the existence of an extensive satellite system, OEM-style product development, a preponderance of small and medium-sized firms, use of diverse machinery and equipment, a small scale of operations, and a fine division of labor. The domestic metal processing industry is in the midst of a transitional period; it is adopting an ODM business model, strengthening ties with international markets, and even evolving toward an OBM business model. Due to the constraints of its existing OEM model, however, it exports its products mainly to the leading countries of Europe and the Americas. 2. This study performed an overall environmental analysis from the angle of Taiwan''s economy to provide a background for analysis of the industry''s structure. Analysis included Porter''s 5 Forces model, competitor analysis, and SWOT (strength, weakness, opportunity, threaten) analysis. The results of SWOT analysis are used to perform strategic planning, and the best allocations of corporate resources are determined to give the case company a clear developmental direction. 3. After the case company adopted collaborative management, performance indicators revealed steady, major improvement in sales revenue growth, production capacity increase, reduction in costs, increased net profit, new product production efficiency, and ODM outsourcing development efficiency following the start of the development strategy transition stage in 2005. Analysis showed the following reasons for improvement: (1)After formulating its development strategy at the end of 2005, the case company was able to focus its attention on improving key points in its R&D and manufacturing chain, which enabled a dramatic improvement in performance by 2007. (2)After implementing its "R&D and manufacturing chain" collaborative development management system for three years, the case company and its vendors had gained a clear awareness of the importance and goals of collaborative management. The company was able to fully achieve its targets with regard to mutual trust mechanisms with supply chain partners, R&D network collaboration and integration synergy, improved R&D network competitiveness, responsiveness to market demand, new product diversification, recognition of the company brand, and product competitiveness derived from product design and R&D quality, and could effectively extend corporate strategic goals to vendors.