| Summary: | 碩士 === 國立高雄大學 === 國際高階經營管理碩士在職專班(IEMBA) === 103 === 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.
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