台灣地區機電工程服務業之競爭策略分析

Abstract

本研究以台灣地區提供營建工程統包服務的R公司之機電事業處為例，分析台灣地區機電工程服務業的競爭策略。在總體環境分析部份，經PESTLE分析結果顯示，由於政經環境動盪不安、工時長、工作環境惡劣，以及高新技術產業對人才的排擠效應，導致近年來產業的經營更形困難，有跟不上GNP成長甚至衰退之跡象；在產業分析部份，透過市場區隔分析將產業分為五種類別，並採用Porter的五力分析架構歸納出每種類別廠商所面臨的競爭強度，進而找出每個市場區隔廠商的關鍵成功因素，最後，總結出機電工程服務業廠商應設法跳脫傳統機電工程服務業的市場區隔，以獲取有利的競爭優勢，並依據這些關鍵因素確立其經營範疇與策略群組。 在確立經營範疇與策略群組後，R公司機電事業處首先制定其總體競爭策略－為一個稱之為「具加值效果的區隔」中的顧客提供快速全方位加值服務，並建立以「快速全方位加值解決方案的整合者」為主要競爭策略的策略地圖，以專心致力於發展創新的技術與管理能力，避免將有限資源投入完全競爭市場中，並以最少的資源及最低的風險加速營運週轉率。 此外，該公司依據策略地圖建立專屬的策略主題及其對應之平衡計分卡，以兼顧短期與長期的成長策略並衡量其績效，在發展過程中又透過創新的專案管理手法，建立三種跨功能的策略執行團隊，以及結構化與同步的管理流程，並在這些流程中植入決策檢核、時間檢核、施工時間與獲利時間等管理機制，以提升營運週轉率及獲利率。

In this study, the competitive strategy adopted by a mechanical and electrical (M&E) engineering business unit (BU), a BU of R Corporate, is chosen for case study to analyze the competitive strategy of M&E engineering industry in Taiwan. For industrial environment analysis, political, economic, social, technological, legal and environ- mental (PESTLE) analysis assumes that it is very laborious to run the M&E engineering business because of long working-hour, abominable working-environment, and human resource engaged by emerging technology industry. Moreover, the growth rate of this industry is not only less than that of GNP in Taiwan but also recession for the past years. For industry analysis, segmentation study categories such industry into five segments in this study. Rivalry among existing firms and key successful factor of each segment was obtained from Porter’s five-force model. Those evidences reveal that an M&E engineering corporate has to rescue itself from traditional segmentation for competitive advantage, and then, develops its own business scope and strategy by the key successful factors. The M&E engineering BU declares its competitive strategy is to provide fast total value-added services for the customers who are in the segmentation called as value-added segment in this study. This BU also creates its strategy map based on the core competitive strategy as a fast value-added total solution integrator. This strategy prompts the BU to concentrate its resources on innovative technology and management development, and avoids to involving in the perfect competition market. And, it helps this BU to speed up its turn-over rate by using few resources and under the lowest risk.

In addition, strategic themes and balanced scorecard (BSC) result from the strategy map balance the short-term and long-term growth strategy and measure performance. From strategy development, three cross function teams for strategy execution, and structural and concurrent management processes are created by using project management. In these processes, decision check point (DCP), schedule check point (SCP), time to construction (TTC) and time to profit (TTP) are introduced into the managerial mechanism in order to increase turn over rate and margin.