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    政大典藏 > College of Commerce > Advanced MBA, NCCU > Theses >  Item 140.119/60619


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/60619


    Title: 競爭與合作之間的平衡策略--以某一供應鏈網絡為例
    The strategies for reaching balance between competition and cooperation – The example of a supply chain
    Authors: 江鎮安
    Chiang, Winston
    Contributors: 彭朱如
    Peng, Tzu Ju Ann
    江鎮安
    Chiang, Winston
    Keywords: 面板產業
    供應鏈關係網絡
    平衡策略
    競爭策略
    競合策略
    合作策略
    Display Market
    The network of supply chain
    Balance Strategy
    Competitive Strategy
    Coopetition Strategy
    Cooperation Strategy
    Date: 2009
    Issue Date: 2013-09-09 11:23:02 (UTC+8)
    Abstract: 兩兆雙星產業的誕生正式宣告了面板產業將在台灣市場中造就無限的商機，在此商機的背後隱藏著一個交錯而複雜的供應鏈；期間為搶奪商機爭取訂單，供應商之間競爭關係日益激烈且多變，然而有一現象逐漸受到重視，即是有條件地在競爭狀態中尋求可能合作的部份，藉以找到彼此各自的商業利益，達到雙贏的目標。本研究是以探討各廠商在面對供應鏈上下游廠商之不同關係，如何採取因應的平衡策略使其商業活動的綜效達到最大。

    現今的供應鏈關係網絡之中，普遍發生既競爭又合作的現象，而此現象又不斷地交錯伴隨此產業的成長，其競爭與合作的模式必然存在著許多關鍵因素，影響並發展出各供應廠商間的最大商業利益的綜效，因此找出其間存在的競合策略思維是本論文所要探討的重點。而本研究則從各廠商的觀點切入，探討在面對供應鏈網絡中的競合關係變化及因應之道，據此提出六個研究問題。

    本研究針對面板供應鏈之現況為例，收集原材料供應商(M公司)、原有加工廠商(A公司)、新加工廠商(B公司)與主要客戶(C公司)的互動為研究對象，針對其目前之供應鏈聯合狀態進行訪談，並透過所設計之問卷進行面談採訪，收集質化分析之第一手資料，透過產業訪談結果歸結相關的研究結論如下：

    1. 在此聯合關係的研究當中，共計有16項聯合關係，其中有8項關係為過度聯合關係，而另8項關係為聯合不足；顯示供應鏈中確實存在聯合關係為過度或不足之情況。

    2. 當過度聯合時，原材料商通常採取「差別取價」、「控制關鍵市場訊息」及「客製化服務」；新舊加工廠則常用「尋求替代品或供應商」及「客製化服務」之策略；最後以主要客戶則採取「控制市場訂單」與「控制市場關鍵訊息」策略。

    3. 原材料商之「產品技術能力」及「產品研發能力」的資源條件通常伴隨「差別取價」策略，用以調整聯合關係狀態，而加工廠之「價格競爭能力」與「客戶關係能力」則較常促成「尋求替代品或供應商」策略的形成，此狀況在加工廠商為焦點公司時最為頻繁。

    4. 廠商間為快速調整聯合關係，短期也通常以降低成本或售價的策略，因此供應鏈中的成員若要思考如何達成企業的最大商業利益，掌握或增進具競爭差異的資源條件是相當重要的課題。

    5. 當二元關係之「相對技術能力」、「相對客戶關係」及「相對重要性」較高時，通常採取「差別取價」或「尋求替代品或供應商」策略。

    6. 在策略選項中「獨家壟斷」及「供貨限制」較少被採用。




    關鍵字
    面板產業、供應鏈關係網絡、平衡策略、競爭策略、競合策略、合作策略。
    The two trillion and twin star business be created in Taiwan means the display industry will provide a inestimable business opportunity. LCD was announced as the most infinite business potential while semi-con and LCD industry booming in Taiwan. However, this business potential brought a complicated supply chain. In order to gain more share, the competition situation among the suppliers became server and diversified. One phenomenon was highlighted that how to find a coworker with certain criteria to benefit both party, then make the win-win situation. This assay was to study different relationships which suppliers faced to up-stream and down-stream players. And how to take a balanced strategy to maximize business synergy is our main lesson learnt in this assay.
    It is normal to find the phenomenon of competition with cooperation in current supply chain network. Since the industry grows with the phenomenon continuously, there should be some critical factors within the model of competition and cooperation. These will impact and influence the synergy of maximum business interests among the suppliers. Therefore, finding out the methodology of coopetition is what we want to discuss in this assay. The study will start form business point of view in each suppliers. Then discuss how to react to the change of coopetition among supply chain networks.
    We studied from the example of current LCD supply chain. M company was one of the raw material suppliers, B company was a new converter in the value chain, and C company is main customer to use the materials. Then arranging interviews to figure out alliance condition within the relationship and to collect 1st hand qualitative data for further analysis. The conclusions of interviews and studies should be as following:
    1. There are 16 relationships in alliance relationships. 8 among those 16 are over-alliance; while the other 8 are under-alliance ones. It shows that there really are over and under alliance situation within the supply chain.
    2. When it comes to over-alliance, raw materials supplier often takes “price differentiation”,“control critical market information” and “customized service” to face the situation. Meanwhile, the converters use to take “find out a 2nd source material and supplier” and “customized service”. And main customer might “control the orders” and “control critical market information” as the reaction.
    3. The resource condition of raw materials supplier such as “product technology skill” and “product development skill ”always bundle the“ price differentiation strategy”. It is helpful to regulate the coopetition situation. Again,the converters usually adopt the “find out a 2nd source material” strategy due to they have the resource condition of the “price competition ability” and “Customer relationship ability”.
    4. To regulate the coopetition situation, there are many companies usually adopt the strategies such as cost down or reduce the selling price. On average, it is the key to increase the resource condition that have the differentiation competitive advantage if the company of this supply chain want to know how to gain the most business advantage.
    5. The strategies of the“price differentiation”and “find out a 2nd source material and supplier” always be adopted due to the company possess the relativity relationship that are “relativity technology ability” 、” relativity customer relationship” and “ relativity importance”.
    6. The strategies such as the “engage of business without competition” and “Control the distribuotion of goods” are less be adopted in this business.



    Key words : Display Market, The network of supply chain, Balance Strategy, Competitive Strategy, Coopetition Strategy, Cooperation Strategy
    Reference: 一、中文文獻

    (1)書籍

    1. Hill ．Jones 著，黃營杉．楊景傅 譯，「策略管理」第57~84頁，華泰書局，
    第六板，民國九十三年。
    2. Adam M.Brandenbuger．Barry J.Nalebuff 著，許恩得 譯 ，「競合策略」
    第166~210頁，培生集團，民國九十三年。
    3. Linda Gorchels．Edward Marien．Chuck West 著，陳瑜清．林怡萱 譯，
    「通路管理的第一本書」第94~116頁，麥格羅．希爾，民國九十三年。



    (2)論文

    1. 李永駿(2007)，資源相似性 市場共同性與資源互補性對競爭與合作策略之影響，靜宜大學企業管理學系碩士論文。
    2. 江誠榮(2002)，產業策略聯盟之研究—以台灣環保設備產業為例，政治大學企業管理研究所經營管理學程碩士論文。
    3. 陳明照(2001)，策略聯盟關係—動態過程，政治大學企業管理學系碩士論文。



    (3)其他

    1. 曾渙釗，「供應鏈管理SCM理論與實務課程演講光碟」，經濟部製造業電子人
    才培訓計畫化課程，民國九十二年。
    2. 財訊出版社，「台灣面板產業新版圖」，民國九十六年。
    3. 財訊出版社，「台灣電子產業新版圖」，民國九十六年。
    4. 麥可•波特 著， 張玉文 編，「挑戰新世界的競爭大策略」，哈佛 商業評論中文版，2010春季號，第28~47頁，天下文化，民國九十九年。


    二、英文文獻

    1. Journals

    Barry J. Nalebuff & Adm M. Brandenburger,1996，Co-opetition,Harper Collins Business.

    Tzu-Ju Ann Peng & Mike Bourne (2009),The Coexistence of Competition and Cooperation between Networks : Implications from Two Taiwanese Healthcare Networks,P378-380.

    Porter,M., & Millar V.(1985)，How information gives you competitive advantage. Harvard Business Review,63(4),P.149-160

    Poter,M.,& Fuller, M.(1978).Polaroid-Kodak,Addendum. Harvard Business School Cases.

    Peng, Tzu-Ju Ann and Mike Bourne (2008) "The Coexistence of Competition and Cooperation between Networks: Implications from Two Taiwanese Healthcare Networks", British Journal of Management.

    Birkinshaw, J., N. Hood, and S. Jonsson，Building Firm-Specific Advantages in Multinational Corporations: The Role of Subsidiary Initiative。Strategic Management Journal , Vol. 19（1998）, 221-241.

    James H. Taggart ，Autonomy and Procedural Justice:A Framework for Evaluating Subsidiary Strategy。Journal of International Business Studies, First Quarter 1997.

    Das,T.K.& B. Teng(2003).，Partner analysis and alliance performance。Scandinavian Journal of Management,19,P.279-308

    Gimeno, J.(2004).，Commpetition within and between network:the contingent effect of competitive embeddedness on alliance formation， Academy of Management Journal,47,P.820-842。

    Madhavan, R., D. R. Dnyawali and J. He(2004) ，Two’s company,three’s a crowd? Triads in cooperative-competitive network’s,Academy of Management Journal,47,P.918-927。

    Cher-Min Fong & Hua-Lun Ho，The Intersubsidiary competition in an MNE：Evidence for the greater China region。Canadian Journal of Administrative Sciences；Mar 2007；24，1；ABI/INFORM Global。


    2. Books
    APICS dictionary,No.10,2002,P.415-426.

    Bengsston, N., & Kock, S.(2000).，Coopetition in Business networks—to cooperate and compete simultaneously.Industrial Marketing Management,29(5),P.411-427

    Madhavan, R., D. R. Dnyawali and J. He(2004) ，Two’s company,three’s a crowd? Triads in cooperative-competitive network’s,Academy of Management Journal,47,P.918-927。

    Poter,M.(1980).How competitive forces shape strategy.Mckinsey Quarterly.

    Bowersox, D. J. and Closs, D. J. (1996),“Logistical Management-Integrated Supply
    Chain Process,” McGrew-Hill, New York.

    Ballou, R. H., S. M. Gilbert, & A. Mukherjee, 2000, New Managerial Challenges from
    Supply Chain Opportunities, Industrial Marketing Management, 29(1):7-18.

    Bengtsson, M. & Kock, S. (2000). Coopetition in business networks to cooperate and
    compete simultaneously, Industrial Marketing Management, 29, 411-426.

    Barney, J. B. (1997), Gaining and Sustaining Competitive Advantage, ddision-Wesley Publishing Company.

    Brandenburger, A. M. & Nalebuff, B. J.(1996). Co-Opetition：A revolutionary mindset that combines competition and Co-Operation-The game theory strategy that’s changing the Game of business, New York: Doubleday Press.

    Yadong Luo (2005). Toward coopetition within a multinational enterprise: a erspective from foreign subsidiaries. Journal of World Business 40 (2005)

    Ghoshal, S., &Bartlett, C.A.(1990). The multinational corporation as an inter-organizational network. Academy of Management Review

    Ed Delany ，Strategic Development of the Multinational Subsidiary through Subsidiary Initiative-taking。Long Range Planning ,vol.33,p220-244, 2000。

    Birkinshaw and Hood.，Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies.。AMR, 1998, Vol. 23, No.4, P.773-795.

    Birkinshaw, J., N. Hood, and S. Jonsson，Building Firm-Specific Advantages in Multinational Corporations: The Role of Subsidiary Initiative。Strategic Management Journal , Vol. 19（1998）, 221-241.
    Description: 碩士
    國立政治大學
    商管專業學院碩士學位學程(AMBA)
    96380058
    98
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0096380058
    Data Type: thesis
    Appears in Collections:[Advanced MBA, NCCU] Theses

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