本文以企業策略家Micnael Porter 1990年著作國家競爭優勢中的國家競

爭力之鑽石四條件互動為基礎，探討我國成品布產業現階段的作業品質及

下一階段之競爭策略。其中並以Werner International之分析方式，將全

球成品布業者分為四群，就鑽石四條件間互動方式的差異，確認我國與貼

身對手國的位階及與先進國的差異。本文實地訪談的地理範圍包括日本、

香港、大陸深圳、馬來西亞，實際訪談的國內外企業組織包括德國、日本

、香港、台灣約共60家，業務範圍包括化纖業、紡紗織布業、染整業、成

衣業、進口布料業、成品布外銷業者及協力廠商，希望能以「全球產業」

、「國際分工」的理性宏觀觀點來觀察。研究發現，我國化纖類成品布因

人纖技術的突破而具優勢，此優勢形成原因在於1960年代具競爭力的生產

要素中的高等因子；1990年代以後我國成品布業者，若仍繼續著非相關事

業多角化，在人材培育上無具體有力與全面的投資，我國的成品布將無法

在研發團隊的建立、織物設計能力與網路形成之三大工作上突破。本研究

中亦發現，我國成品布全體工作者的觀念與技術能力均有待全面的提升，

除非與先進國家各相應的組織進行密切的策略聯盟，僅靠自身的努力將不

足以提高四條件本身與互動的品質，亦即將無法超越國際分工的命定角色

，而我國成品布業將只能成為香港與東南亞成衣業之供應源而已。自民

國78年迄今，我國成品布業者，尚只有零星而局部的在公司策略與組織的

調整上努力；至於人材培育與相關產業方面，看不出來有進步的趨向，就

短期而言，我國仍只能在生產基地移轉、彈性生產及短交期、短碼數接單

上獲利，至於新市場(通路)開拓與新產品開發(布料設計與行銷資訊之結

合)方面，仍有待我方長期的努力。

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