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題名 中國大陸箱包製造全球化移轉策略之研究：以K個案公司為例
A Research on the Global Transformation Strategy of Chinese Luggage Manufacturing Industry: A Case Study of K Company作者 阮信雄 貢獻者 羅明琇
阮信雄關鍵詞 全球化布局
策略
移轉
產業供應鏈
一帶一路
箱包製造
luggage manufacturing
global layout
strategy
transfer
industrial supply chain
the Belt and Road Initiative日期 2020 上傳時間 2-Jun-2020 11:12:00 (UTC+8) 摘要 在新國際分工和一帶一路的背景下，中國大陸箱包製造業向東南亞產業供應鏈之轉移是實現大陸箱包製造強國之路的關鍵途徑和有效方式。本研究選擇K個案箱包公司作為研究對象，運用質化分析和實地調查兩種研究方法，全面、深入、具體及聚焦性地分析K個案箱包公司在國際及大陸箱包業的整體大環境下，向東南亞之印尼轉移出去的現況與特色，歸納出K個案箱包公司轉移至東南亞之印尼的商業模式，探討促進大陸產業轉移出去的策略，包括以境外加工、加盟、併購、投資建廠等模式，也為大陸其他地方及台灣箱包製造業轉移提供借鏡。本研究最後整合K個案箱包公司海外轉移至東南亞之印尼之現況和一帶一路的外部環境，分析了箱包製造業產業供應鏈，向東南亞海外轉移的全球化佈局策略及未來發展趨勢。並發現印尼具人口紅利，關稅優勢、良好的地理位置、豐富天然資源，為當代環境背景下箱包製造全球化佈局良好的選擇之一。
In the context of the new international division of labor and the Belt and Road Initiative, transferring the manufacturing activity from Mainland China to Southeast Asia is the critical path for Chinese companies to stay ahead of competition in the bag and suitcase manufacturing industry.K company, the bag and suitcase manufacturer in Mainland China, is selected as the subject to be studied, with the approach of qualitative analysis and field investigation. The case of K company migrating its manufacturing base from China to Indonesia will be fully analyzed in terms of the macro environment, the strategy for industry migration from China, and potential business models in Indonesia including material processing overseas, franchising, business acquisition and factory investment, in order to be provided as a reference for other bag and suitcase manufacturers in Mainland China and in Taiwan.In the end the research integrates the case of K company and the circumstances of the Belt and Road Initiative, to give a more comprehensive analysis of the globalization strategy and movement to Southeast Asia as well as the future development trends of the supply chain in the bag and suitcase manufacturing industry. Given its demographic dividend, advantage of tariff, superior geographical position, and abundant natural resources, Indonesia is indicated as one of the ideal target areas for the bag and suitcase industry migration.參考文獻 一、中文部分吳俊，(2009)。中國箱包行業國際競爭力的分析，知識經濟，16期，109-110。施振榮，(2012)。微笑走出自己的路，天下文化。張少軍、劉志彪，(2009)。全球價值鏈模式的產業轉移，中國工業經濟，11期，5-15。梅林，(2013)。經濟全球化與國際產業轉移，當代經濟管理，3期，14-18。陳紅兒，(2002)。區際產業轉移的內涵、機制、效應。內蒙古社會科學，１期，16-18。隋映輝、解學梅、趙餛，(2007)。全球產業轉移:分散化、集群路徑與規制。福建論壇，8期，9-13。翟志剛，(1998)。商業快速回應輔導案例-供應商管理存貨，經濟部商業司。劉菁、任曙明，(2005)。跨國公司國際產業轉移的演變機制研究。經濟與管理，10期，16-18。魏後凱，(2003)。產業轉移的發展趨勢及其對競爭力的影響，福建論壇(社會經濟版)，4期，11-15。蘇雄義，(1999)。供應鏈整合 觀念性分析架構、整合程序與個案，國際物流研討會論文集，97-105。二、英文部分Alcacer, J., & Oxley, J. (2014). Learning by supplying. Strategic Management Journal, 35(2), 204-223.Andrews, K. R. (1971). The Concept of Corporate Strategy, USA: Irwin/McGraw Hill.Bartlett, C.A. and S Ghoshal (1995), Transnational Management-Text, Cases, and Reading in Cross-Bordre Management, Irwin, pp.249.Bielski, L. (2006). The SWOT for retail IT reveals the interconnections of technology. American Bankers Association. ABA Banking Journal, 98(11), 27.Chang, L., & Lin, C. (2005). The exploratory study of competitive advantage of Hsin-Chu city government by using diamond theory. Bus. Rev, 3, 180-185.Christopher, M. G. (1992). Logistics and Supply Chain Management, London, UK:Pitman Publishing.Council of Logistics Management (2003), CLM Develops Supply Chain Management Definition, Logistics Comment, 37(3), 1-3.Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, USA.Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Cengage learning EMEA.Deresky, H (1994), International Management: Managing Across Borders and Cultures, New York, HarperCollins College Publishers.Dwivedi, P., & Alavalapati, J. R. (2009). Stakeholders’ perceptions on forest biomass-based bioenergy development in the southern US. Energy policy, 37(5), 1999-2007.Gereffi, G. (1999). A commodity chains framework for analyzing global industries. Institute of Development Studies, 8(12), 1-9.Ghoshal, S. (1987). Global strategy: An organizing framework. Strategic management journal, 8(5), 425-440.Graham, G., & Adewole, A. (2005). Developing a strategic framework for efficient and effective optimisation of information in the supply chains of the UK clothing manufacture industry. Supply chain management: An international Journal.Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social Research, 10(51)Haberberg, A. (2000), “Swatting SWOT”, Strategy, (Strategic Planning Society), September.Hai, H. L., & Tsou, M. C. (2009). Strategic development for the department of information management of Shih Chien University Kaohsiung campus in Taiwan by a quantifiable SWOT analysis. Journal of Information and Optimization Sciences, 30(1), 87-107.Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis–where are we now?. : a review of academic research from the last decade. Journal of Strategy and Management 3 (3), 215–251.Huan, H.S., Sheoran, K.S., Wang, G., 2004. Review and analysis of supply chain operations reference (SCOR) model. Supply Chain Management 9(1), 23-29.Hwang, Y.D., Wenb, Y.F., Chen, M.C., 2010. A study on the relationship between the PDSA cycle of green purchasing and the performance of the SCOR model. Total Quality Management 21(12), 1261-1278.Mann, M. K., & Byun, S. E. (2011). Assessment of five competitive forces of the Indian apparel retail industry: entry and expansion strategies for foreign retailers. Journal of Textile and Apparel, Technology and Management, 7(2), 1-14.McCormack, K., Ladeira, M.B., Valadares de Oliveira, M. P., 2008. Supply chain maturity and performance in Brazil. Supply Chain Management: An International Journal 13(4), 272-282.Oliver, R. K., & Webber, M. D. (1982). Supply-chain management: logistics catches up with strategy. Outlook, 5(1), 42-47.Oraman, Y., Azabagaoglu, M. O., & Inan, I. H. (2011). The firms’ survival and competition through global expansion: A case study from food industry in FMCG sector. Procedia-Social and Behavioral Sciences, 24, 188-197.Parker, B. (2005). Introduction to globalization and business: Relationships and responsibilities. Sage.Piercy, N. (1981), Company Internationalization-Active and Reactive Exporting, European Journal of Marketing, 15, 26-40.Porter, M. E. (1980). Competitive Strategy Techniques for Analyzing Industry and Competitors, The Free Press, New York.Porter, M. E. (1986), Competition in Global Industries, Boston: Harvard BusinessRobinson R.B (1983), Internationalization of Business-An Introduction, NewYork, Dryden. School Press.Robock, S. H., & Simmonds, K. (1983). International business and multinational enterprises. The International Executive, 15(3), 5-6.Ross, D. F. (1997). Competing through supply chain management: creating market-winning strategies through supply chain partnerships. Springer Science & Business Media.Simchi-Levi, D., Kaminsky, P., Simchi-Levi, E., & Shankar, R. (2001). Designing and managing the supply chain: concepts, strategies and case studies. Tata McGraw-Hill Education.Tam, F.Y., Chan, T.S., Chu, P.W., Lai, T.C. and Wang, L.L. (2005), “Opportunities and challenges: Hong Kong as Asia’s fashion hub”, Journal of Fashion Marketing and Management, 9(2), 221-231.Welch, L. S., & Luostarinen, R. (1988). Internationalization: Evolution of a concept. Journal of general management, 14(2), 34-55.Wellner, S., & Lakotta, J. (2020). Porter`s Five Forces in the German railway industry. Journal of Rail Transport Planning & Management, 100181.Wheelan, T.L. and Hunger, J.D. (1998), Strategic Management and Business Policy, 5th ed., Addison-Wesley, Reading, MA.Zangoueinezhad, A., Azar, A., & Kazazi, A. (2011). Using SCOR model with fuzzy MCDM approach to assess competitiveness positioning of supply chains: focus on shipbuilding supply chains. Maritime Policy & Management, 38(1), 93-109. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932415資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107932415 資料類型 thesis dc.contributor.advisor 羅明琇 zh_TW dc.contributor.author (Authors) 阮信雄 zh_TW dc.creator (作者) 阮信雄 zh_TW dc.date (日期) 2020 en_US dc.date.accessioned 2-Jun-2020 11:12:00 (UTC+8) - dc.date.available 2-Jun-2020 11:12:00 (UTC+8) - dc.date.issued (上傳時間) 2-Jun-2020 11:12:00 (UTC+8) - dc.identifier (Other Identifiers) G0107932415 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130076 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 107932415 zh_TW dc.description.abstract (摘要) 在新國際分工和一帶一路的背景下，中國大陸箱包製造業向東南亞產業供應鏈之轉移是實現大陸箱包製造強國之路的關鍵途徑和有效方式。本研究選擇K個案箱包公司作為研究對象，運用質化分析和實地調查兩種研究方法，全面、深入、具體及聚焦性地分析K個案箱包公司在國際及大陸箱包業的整體大環境下，向東南亞之印尼轉移出去的現況與特色，歸納出K個案箱包公司轉移至東南亞之印尼的商業模式，探討促進大陸產業轉移出去的策略，包括以境外加工、加盟、併購、投資建廠等模式，也為大陸其他地方及台灣箱包製造業轉移提供借鏡。本研究最後整合K個案箱包公司海外轉移至東南亞之印尼之現況和一帶一路的外部環境，分析了箱包製造業產業供應鏈，向東南亞海外轉移的全球化佈局策略及未來發展趨勢。並發現印尼具人口紅利，關稅優勢、良好的地理位置、豐富天然資源，為當代環境背景下箱包製造全球化佈局良好的選擇之一。 zh_TW dc.description.abstract (摘要) In the context of the new international division of labor and the Belt and Road Initiative, transferring the manufacturing activity from Mainland China to Southeast Asia is the critical path for Chinese companies to stay ahead of competition in the bag and suitcase manufacturing industry.K company, the bag and suitcase manufacturer in Mainland China, is selected as the subject to be studied, with the approach of qualitative analysis and field investigation. The case of K company migrating its manufacturing base from China to Indonesia will be fully analyzed in terms of the macro environment, the strategy for industry migration from China, and potential business models in Indonesia including material processing overseas, franchising, business acquisition and factory investment, in order to be provided as a reference for other bag and suitcase manufacturers in Mainland China and in Taiwan.In the end the research integrates the case of K company and the circumstances of the Belt and Road Initiative, to give a more comprehensive analysis of the globalization strategy and movement to Southeast Asia as well as the future development trends of the supply chain in the bag and suitcase manufacturing industry. Given its demographic dividend, advantage of tariff, superior geographical position, and abundant natural resources, Indonesia is indicated as one of the ideal target areas for the bag and suitcase industry migration. en_US dc.description.tableofcontents 第一章 緒論 91.1研究背景 91.2研究動機 111.3研究目的 111.4研究架構 121.5研究方法 131.6研究貢獻 13第二章 文獻探討與研究 142.1波特五力分析法 142.2全球化策略 172.3 供應鏈及供應鏈管理之概述 202.4 製造業之微笑曲線 232.5 SWOT分析法 24第三章 研究方法與產業分析 263.1 全球箱包市場概況 263.2大陸箱包製造業產市場分析 273.3 印尼箱包製造市場分析 303.4 箱包製造產業移轉至東南亞之後的供應鏈風險 33第四章 個案分析 364.1 K箱包個案公司簡介 364.2中國大陸市場之五力分析 384.3 K箱包個案公司之市場全球化布局策略 414.4 K個案箱包公司進軍印尼市場困難、挑戰及克服方式之五力分析 48第五章 結論與建議 505.1 結論 505.2 建議 525.3 研究限制與未來發展 53參考文獻 54表2-1 企業全球化發展階段 19表2-2 供應鏈管理的定義 21表2-3 供應鏈管理之演變過程 22表3-1 主要國家及地區最低薪資及與人均GDP比例 32表3-2 印尼產品到美國和歐洲之進口關稅 32表4-1 目標產品原料供應商之議價能力 39表4-2 目標市場之買方議價能力 40表4-3 K個案箱包公司對外轉移至印尼主要模式之優劣勢分析 47圖1-1 研究架構圖 12圖2-1 波特的五力模型 15圖2-2“微笑曲線”示意圖 24圖3-1 全球箱包市場概況 26圖3-2 世界投資環境分析圖 31圖4-1 K個案箱包公司中國大陸市場之五力分析 38圖4-2 K個案箱包公司產業之“微笑曲線” 42圖4-3 印尼之SWOT分析 43圖4-4 K個案箱包公司進軍印尼市場之五力分析 48 zh_TW dc.format.extent 2847844 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107932415 en_US dc.subject (關鍵詞) 全球化布局 zh_TW dc.subject (關鍵詞) 策略 zh_TW dc.subject (關鍵詞) 移轉 zh_TW dc.subject (關鍵詞) 產業供應鏈 zh_TW dc.subject (關鍵詞) 一帶一路 zh_TW dc.subject (關鍵詞) 箱包製造 zh_TW dc.subject (關鍵詞) luggage manufacturing en_US dc.subject (關鍵詞) global layout en_US dc.subject (關鍵詞) strategy en_US dc.subject (關鍵詞) transfer en_US dc.subject (關鍵詞) industrial supply chain en_US dc.subject (關鍵詞) the Belt and Road Initiative en_US dc.title (題名) 中國大陸箱包製造全球化移轉策略之研究：以K個案公司為例 zh_TW dc.title (題名) A Research on the Global Transformation Strategy of Chinese Luggage Manufacturing Industry: A Case Study of K Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文部分吳俊，(2009)。中國箱包行業國際競爭力的分析，知識經濟，16期，109-110。施振榮，(2012)。微笑走出自己的路，天下文化。張少軍、劉志彪，(2009)。全球價值鏈模式的產業轉移，中國工業經濟，11期，5-15。梅林，(2013)。經濟全球化與國際產業轉移，當代經濟管理，3期，14-18。陳紅兒，(2002)。區際產業轉移的內涵、機制、效應。內蒙古社會科學，１期，16-18。隋映輝、解學梅、趙餛，(2007)。全球產業轉移:分散化、集群路徑與規制。福建論壇，8期，9-13。翟志剛，(1998)。商業快速回應輔導案例-供應商管理存貨，經濟部商業司。劉菁、任曙明，(2005)。跨國公司國際產業轉移的演變機制研究。經濟與管理，10期，16-18。魏後凱，(2003)。產業轉移的發展趨勢及其對競爭力的影響，福建論壇(社會經濟版)，4期，11-15。蘇雄義，(1999)。供應鏈整合 觀念性分析架構、整合程序與個案，國際物流研討會論文集，97-105。二、英文部分Alcacer, J., & Oxley, J. (2014). Learning by supplying. Strategic Management Journal, 35(2), 204-223.Andrews, K. R. (1971). The Concept of Corporate Strategy, USA: Irwin/McGraw Hill.Bartlett, C.A. and S Ghoshal (1995), Transnational Management-Text, Cases, and Reading in Cross-Bordre Management, Irwin, pp.249.Bielski, L. (2006). The SWOT for retail IT reveals the interconnections of technology. American Bankers Association. ABA Banking Journal, 98(11), 27.Chang, L., & Lin, C. (2005). The exploratory study of competitive advantage of Hsin-Chu city government by using diamond theory. Bus. Rev, 3, 180-185.Christopher, M. G. (1992). Logistics and Supply Chain Management, London, UK:Pitman Publishing.Council of Logistics Management (2003), CLM Develops Supply Chain Management Definition, Logistics Comment, 37(3), 1-3.Crane, A., Matten, D., Glozer, S., & Spence, L. (2019). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford University Press, USA.Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Cengage learning EMEA.Deresky, H (1994), International Management: Managing Across Borders and Cultures, New York, HarperCollins College Publishers.Dwivedi, P., & Alavalapati, J. R. (2009). Stakeholders’ perceptions on forest biomass-based bioenergy development in the southern US. Energy policy, 37(5), 1999-2007.Gereffi, G. (1999). A commodity chains framework for analyzing global industries. Institute of Development Studies, 8(12), 1-9.Ghoshal, S. (1987). Global strategy: An organizing framework. Strategic management journal, 8(5), 425-440.Graham, G., & Adewole, A. (2005). Developing a strategic framework for efficient and effective optimisation of information in the supply chains of the UK clothing manufacture industry. Supply chain management: An international Journal.Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social Research, 10(51)Haberberg, A. (2000), “Swatting SWOT”, Strategy, (Strategic Planning Society), September.Hai, H. L., & Tsou, M. C. (2009). Strategic development for the department of information management of Shih Chien University Kaohsiung campus in Taiwan by a quantifiable SWOT analysis. Journal of Information and Optimization Sciences, 30(1), 87-107.Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis–where are we now?. : a review of academic research from the last decade. Journal of Strategy and Management 3 (3), 215–251.Huan, H.S., Sheoran, K.S., Wang, G., 2004. Review and analysis of supply chain operations reference (SCOR) model. Supply Chain Management 9(1), 23-29.Hwang, Y.D., Wenb, Y.F., Chen, M.C., 2010. A study on the relationship between the PDSA cycle of green purchasing and the performance of the SCOR model. Total Quality Management 21(12), 1261-1278.Mann, M. K., & Byun, S. E. (2011). Assessment of five competitive forces of the Indian apparel retail industry: entry and expansion strategies for foreign retailers. Journal of Textile and Apparel, Technology and Management, 7(2), 1-14.McCormack, K., Ladeira, M.B., Valadares de Oliveira, M. P., 2008. Supply chain maturity and performance in Brazil. Supply Chain Management: An International Journal 13(4), 272-282.Oliver, R. K., & Webber, M. D. (1982). Supply-chain management: logistics catches up with strategy. Outlook, 5(1), 42-47.Oraman, Y., Azabagaoglu, M. O., & Inan, I. H. (2011). The firms’ survival and competition through global expansion: A case study from food industry in FMCG sector. Procedia-Social and Behavioral Sciences, 24, 188-197.Parker, B. (2005). Introduction to globalization and business: Relationships and responsibilities. Sage.Piercy, N. (1981), Company Internationalization-Active and Reactive Exporting, European Journal of Marketing, 15, 26-40.Porter, M. E. (1980). Competitive Strategy Techniques for Analyzing Industry and Competitors, The Free Press, New York.Porter, M. E. (1986), Competition in Global Industries, Boston: Harvard BusinessRobinson R.B (1983), Internationalization of Business-An Introduction, NewYork, Dryden. School Press.Robock, S. H., & Simmonds, K. (1983). International business and multinational enterprises. The International Executive, 15(3), 5-6.Ross, D. F. (1997). Competing through supply chain management: creating market-winning strategies through supply chain partnerships. Springer Science & Business Media.Simchi-Levi, D., Kaminsky, P., Simchi-Levi, E., & Shankar, R. (2001). Designing and managing the supply chain: concepts, strategies and case studies. Tata McGraw-Hill Education.Tam, F.Y., Chan, T.S., Chu, P.W., Lai, T.C. and Wang, L.L. (2005), “Opportunities and challenges: Hong Kong as Asia’s fashion hub”, Journal of Fashion Marketing and Management, 9(2), 221-231.Welch, L. S., & Luostarinen, R. (1988). Internationalization: Evolution of a concept. Journal of general management, 14(2), 34-55.Wellner, S., & Lakotta, J. (2020). Porter`s Five Forces in the German railway industry. Journal of Rail Transport Planning & Management, 100181.Wheelan, T.L. and Hunger, J.D. (1998), Strategic Management and Business Policy, 5th ed., Addison-Wesley, Reading, MA.Zangoueinezhad, A., Azar, A., & Kazazi, A. (2011). Using SCOR model with fuzzy MCDM approach to assess competitiveness positioning of supply chains: focus on shipbuilding supply chains. Maritime Policy & Management, 38(1), 93-109. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU202000434 en_US
