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Title:	去中間化趨勢化工貿易公司營運策略之研究 _以T公司為例 The study of Chemical traders’ operational strategy in disintermediation trend, - A case study of T Company
Authors:	陳韻如 Chen, Yun-Ju
Contributors:	季延平 Chi, Y. P. 陳韻如 Chen, Yun-Ju
Keywords:	去中間化化工貿易商數位時代經營策略企業轉型 Disintermediation Chemical traders Digital era Operational strategy Enterprise transformation
Date:	2018
Issue Date:	2018-09-03 15:49:57 (UTC+8)
Abstract:	網際網路，數位大數據時代到這兩年的ＡＩ人工智慧是近十年來熱門的話題，所有產業趨之若鶩的欲追上這鼓風潮，由於科技不斷的突破，資訊的傳遞越加發達，加速了社會結構的變化，在這樣的環境下，產業界的遊戲規則也必然隨之改變，企業家應理解與掌控其變化和趨勢，更必須進一步採取前瞻性的因應對策。誠如Peter F. Drucker(1995)所說的：「時代改變了，傳統組織一直賴以為基礎的假設，已不能合乎現實的需要。」『跟著時代變革』是企業經營之靈魂，面對時代的多變，隨時不斷的調整改變是企業家該抱持的態度。秉著過去促成企業成長之成功模式，反而有可能造成在現代時空之下企業失敗的主因；這是一個經驗需要被急速更新的時代，變革的速度愈慢，其隱含的傷害可能也越大。台灣先天自然資源相較於他國匱乏，加產業環境改變，當台灣面對市場自由化、全球化、資訊化的議題, 又面對勞工成本上揚，各行各業必要亟思轉型，過去台灣以製造業為發展重鎮，現在則必須往高附加價值之方向思考，提昇服務品質為導向。然而，產業外移又是不斷歷經的過程，如何整合過往的代工、製造業為主的思維與提升服務品質以創造高效企業，讓過往隱藏在品牌之後的中小企業，轉而深入瞭解並不再執著於過往經驗；同時，也在供需價值鏈中尋求價值最大化的利基，在去中間化、微利化中獲得能爭取最大利潤之地位。台灣為海島國家，過去經濟成長重度的倚賴貿易，早期的貿易商在國際貿易產業之中扮演著舉足輕重的角色；過往傳統的買賣行為建立在賣家掌控了絕大部分的情報，利用資訊不對稱的優勢，賣方得以掌控並賺取其中價差，用服務力銷售力創造利潤，因此過往造就了貿易商角色的發展。該如何因應數位時代來臨, 如何應變策略與對策永續生存進行轉型, 值得研究探討,而轉型後又該如何從過往的單純仲介貿易達到資源整合與破壞創新之效，將是未來的巨大挑戰。本論文將從藉由策略分析工具，切入化工貿易商身為中間者應具備的定位與價值，探討顧客的價值需求，進而重新檢討去中間化趨勢下企業的營運策略，以及所應具備的商業能力和支援性的組織基礎建設，作為現階段流程改善與資源投資之根據。輔以順暢拔擢的商業流程能力，同時檢討企業是否具備健全的基礎建設為後盾。企業應專注於核心專長，掌握供需價值鏈中之主要價值，為整合者的首要任務。新世代的企業最是需要資訊科技的協助才相對的容易達成整合，尤其在今日網際網路普及的時代，如果不能善用科技力量，企業將很快地被吞噬在這劇變的洪流中。然而，人才與公司文化也是企業成功的重要因素；本論文中個案為傳統家族企業, 人才問題更是需要被深刻探討, 事實上台灣教育普及，企業如何善用此人力資源，在共同營造的公司文化與價值共識下，邁向高附加價值的服務事業，將是台灣中小企業必須共同深思的課題。 The Internet, digital era, big data, and artificial intelligence (AI) have been hot topics in the last decade, and all industries are rushing to catch up with this trend. As technology continues to make breakthroughs, the transmission of data is becoming more advanced, which in turn is accelerating changes in social structure. In this kind of environment, industry game rules must also change. Entrepreneurs should understand and grasp changes in trends and take prospective response measures. As Peter F. Drucker (1995) stated "The assumptions about environment, mission and core competencies must fit reality." “Changing with the times” has always been the soul of corporate management. An entrepreneur should always make adjustments and changes according to the times. Successful models that once promoted corporate growth can be the main reason that causes a company to fail in contemporary times. This is an era where experience must be rapidly changed. The slower the change, the greater the implied damage can be. Taiwan lacks the natural resources of other nations. As industry environments change, and Taiwan faces a globalized, free, and informationalized market where the labor cost is rising, each industry must urgently think about their respective transformation. In the past Taiwan has focused on manufacturing. Now, Taiwan must think about high added-value, and move towards improving service quality. However, industries relocating overseas is a continuing process. How can we integrate past thinking of OEM and manufacturing with improvements in service quality to create highly efficient enterprises, so that small and medium enterprises hidden behind brands can understand and not insist on their past experience?　At the same time, enterprises must search for value maximization niche in the supply/demand chain. The objective is to get rid of the middleman and obtain maximized profit in a market with shrinking profit margins. Taiwan is an island nation and its past economic growth relied heavily on trade. Early traders played an important role in international trade. In the past, traditional purchase behavior is based on the seller controlling most of the information. Using the advantage of information asymmetry, the seller can control and profit from the price difference. Service and sales powers were used to create profit, which helped the development of the trader’s role. How to respond to the arrival of the digital age and transform sustainable development strategy to ensure survival are topics worth exploring. How to achieve resource integration and breakthrough innovations after transforming from past simple intermediary trade will be a great challenge for the future. This paper use strategy analysis tools to inspect the position and values that chemical traders should have as an intermediary, and to explore customers’ value needs. We then re-inspect corporate operating strategies in disintermediation trend, as well as business capacity and supportive organizational infrastructure that chemical traders should possess. This is used as the basis for the current stage process improvement and resource investment. The objective is to smoothly improve business processing capability. At the same time, we also inspect whether or not enterprises possess a healthy infrastructure as a backup. Enterprises should focus on their core strengths and be able to master main values in the supply/demand value chain, this is the primary task of the integrator. Enterprises in this new era require the assistance of information technology to achieve integration, especially at a time where Internet is widespread. If an enterprise cannot adequately utilize the power of technology, the enterprise can be quickly washed away in this torrent of change. However, talent and corporate culture are also important factors in an enterprise’s success. The case studied in this paper is a traditional family enterprise, and the problem of talent must be discussed. In practice, Taiwanese are widely educated. How enterprises can adequately use this human resource to move towards becoming a higher added-value service business under the auspice of co-creation corporate culture and value consensus is a topic that small and medium-sized enterprises in Taiwan must think about.
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 104932076
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0104932076
Data Type:	thesis
DOI:	10.6814/THE.NCCU.EMBA.080.2018.F08
Appears in Collections:	[Executive Master of Business Administration] Theses

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