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作者(中):林永忠
作者(英):Lin, Yung-Chung
論文名稱(中):透過供應鏈整合提升產業競爭力: 以鈑金產業為例
論文名稱(英):Enhance industrial competitiveness through supply chain integration: Take the sheet metal industry as an example
指導教授(中):羅明琇
口試委員:羅明琇
郭佳瑋
王孔政
學位類別:碩士
校院名稱:國立政治大學
系所名稱:經營管理碩士學程(EMBA)
出版年:2021
畢業學年度:109
語文別:中文
論文頁數:58
中文關鍵詞:工業機箱工業電腦板金產業供應鏈
Doi Url:http://doi.org/10.6814/NCCU202100481
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摘要
工業用機箱的鈑金加工是生活中不可或缺的專業技術,應用領域相當廣泛,但這項機械板金製造業過去被視為「黑手產業」的基礎工藝,勞動人口正逐漸減少,許多加工廠開始感受到危機意識,因而除了投入轉型升級。而另一方面,雷射應用的發展,也大幅提升鈑金加工的競爭力,進而帶動產業邁向高值化轉型,不管是智慧製造或加工技術的研發創新,顯見都是未來產業必須思考的方向跟主軸。
企業競爭力是在競爭性的同市場中,一個企業所具有能夠比其他企業更有效地向市場提供產品和服務的能力,並獲得盈利和自身發展的綜合數值。像是別人沒有提供而我有,別人也有的話我的比較優良,或是別人的也跟我一樣優秀,但我還有附帶其他服務,也比較便宜等等。其中大環境改變通常被視為中小企業無力改變只能繞行或是歸順。所以企業的營運正當性亦非常重要。也算企業基本競爭力之一,尤其是台灣製造業環境,因政府與民間環保意識抬頭,許多金屬加工業的生產設備與環境尚未跟上不斷改變與進步的政府環保法規,生產環境的改善也相對是提高企業永續經營的能力之一,對於節能減碳的議題,台灣中小企業也將逐步受到各國的環保團體與環保意識抬頭影響,使得製造中所對環境造成的傷害,必須另外修補以達到企業營運足夠與同業競爭的正當性。
台灣的電子產業在全球具備舉足輕重的地位,但產業所剩餘淨利非常有限。其中工業電腦產業卻是因為產業少量多樣客製化生產結果,而使工業電腦產業可以達到高毛利。並未對環境造成過多傷害,雖然產業規模比個人電腦或電腦周邊產業小很多,但借鏡電子產業供應鏈發展結果,工業電腦產業可以有更好的營運模式,不至於使產業步入過度價格競爭,而傷害毛利的結果。
台灣板金產業支撐了包含機械,建築、航太、家具、半導體、等各種產業,廠商家數將近4千家,從業人員就業人口數大約30多萬人,平均每家企業的人數達75人左右,總產值超過新台幣兩千億元,台灣板金產業的重要性不言可喻。本研究以工業用機箱的鈑金加工產業供應鏈現況為研究主體,就個案公司發展過程中重要的上下游供應鏈整合情形,收集個案公司上下游營業資訊,用五力分析台灣板金產業現在與未來將面臨挑戰與解決方式。
Summary
The sheet metal processing of industrial chassis is an indispensable professional technology in life, and its application fields are quite wide. However, this mechanical sheet metal manufacturing industry was regarded as the basic process of the "black hand industry" in the past. The working population is gradually decreasing, and many processing plants are starting Feel the sense of crisis, so in addition to investing in transformation and upgrading. On the other hand, the development of laser applications has also greatly improved the competitiveness of sheet metal processing, which in turn drives the industry to a high-value transformation. Whether it is smart manufacturing or processing technology R&D innovation, it is obvious that the future industry must think about the direction Follow the spindle.
The competitiveness of an enterprise is the ability of an enterprise to provide products and services to the market more effectively than other enterprises in the same competitive market, and to obtain a comprehensive value for profit and its own development. Like others did not provide and I do, if others do, mine is better, or others are as good as me, but I have other services that are also cheaper and so on. Among them, major environmental changes are usually regarded as small and medium-sized enterprises unable to change and can only bypass or reconcile. Therefore, the legitimacy of business operations is also very important. It can also be regarded as one of the basic competitiveness of enterprises, especially the manufacturing environment in Taiwan. Due to the rising environmental awareness of the government and the private sector, the production equipment and environment of many metal processing industries have not kept up with the ever-changing and progressive government environmental regulations, and the improvement of the production environment is also Relatively it is one of the ability to improve the sustainable operation of enterprises. Regarding the issue of energy saving and carbon reduction, Taiwan's small and medium-sized enterprises will gradually be affected by the rise of environmental protection groups and environmental awareness in various countries, so that the damage to the environment caused by manufacturing must be repaired separately. Achieve the legitimacy of business operations sufficient to compete with the same industry.
Taiwan's electronics industry has a pivotal position in the world, but the remaining net profit of the industry is very limited. Among them, the industrial computer industry is the result of a small number of diversified customized production, which enables the industrial computer industry to achieve high gross profit. It does not cause too much damage to the environment. Although the scale of the industry is much smaller than that of the personal computer or computer peripheral industry, based on the development of the electronics industry supply chain, the industrial computer industry can have a better operating model and will not cause the industry to enter excessive price competition. , And hurt the result of gross profit.
Taiwan's sheet metal industry supports a variety of industries including machinery, construction, aerospace, furniture, semiconductors, etc. There are nearly 4,000 manufacturers, and the number of employees is about 300,000. The average number of people in each company is about 75. With a total output value exceeding NT$200 billion, the importance of Taiwan's sheet metal industry is self-evident. This research takes the current situation of the sheet metal processing industry supply chain for industrial chassis as the main research body, collects the upstream and downstream business information of the case company in the development process of the case company’s important upstream and downstream supply chain integration, and uses the five forces to analyze the current and future of Taiwan's sheet metal industry Will face challenges and solutions.
目次
第一章 緒論………………………………………………………………...1
第一節 研究背景…………………………………………...……………1
第二節 研究動機…………………………………………….…………..3
第三節 研究目的……………………………………………………..….4
第四節 研究程序……………………………………………………...…5
第二章 文獻探討…………………………………………………………...6
第一節 工業電腦產業簡介……………………………………………...6
第二節 工業電腦的應用範圍…………………………...………………7
第三節 工業電腦產業之五力分析……………………….……………..8
第四節 工業電腦產業產業鏈……………………………………....….11
第五節 工業電腦產業的規模與發展………………………...………..13
第三章 產業背景-鈑金製造產業分析(工業用機箱類)……………….…15
第一節 鈑金製造及加工之定義……………………………………….15
第二節 鈑金製造產業供應鏈………………………………………….18
第三節 鈑金產業五力分析……………………………………...……..20
第四章 個案公司與問題描述…………………………………………….24
第一節 工業機箱鈑金個案公司介紹………………………………….24
第二節 供應商問題……………………………………………...……..32
第三節 個案公司內部問題…………………………………………….33
第四節 產業鏈及環境問題………………………………………….…33
第五節 主要客戶問題…………………………………………...……..34
第五章 解決方案-供應鏈整合…………………………………..……….35
第一節 外部供應鏈整合之下游客戶端整合……………………...…..35
第二節 外部供應鏈整合之上游供應商整合…………………….……37
第三節 內部整合……………………………………………………….39
第六章 結論與建議……………………………………………………….45
第一節 研究發現及結果………………………………………….……45
第二節 對個案公司未來發展經營策略之建議……………………….46
第三節 研究貢獻………………………………………………….……47
參考文獻 ………………………………………………………………….49
附錄………………………………………………………………………...50


參考文獻
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(此全文20260608後開放瀏覽)
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