電動汽車行業的競爭優勢：以通用汽車稀土戰略為例

Abstract

本研究探討通用汽車如何透過實施稀土策略，在電動車產業中維持其長期競爭優勢。本研究借鑒關鍵原材料與稀土供應風險及緩解機制的文獻，透過波特價值鏈框架的視角，剖析通用汽車如何在其價值鏈中實踐供應多元化、在地化、替代品開發及循環經濟策略，從而填補企業層級稀土供應安全分析的理論空白。 本研究採用質性單一案例研究設計，資料來源涵蓋企業揭露資訊、2020至2025年間發表之論文與產業報告，以及政策文件。本個案研究透過波特（1985）價值鏈框架的視角，將通用汽車的稀土相關活動歸類為五大環節：進貨物流、營運、行銷與銷售、採購及技術開發，並闡釋這些活動如何共同塑造通用汽車的競爭優勢。 研究結果顯示，通用汽車正透過進岸物流與採購策略轉型其稀土佈局，藉由簽訂長期供應合約及採用美國本土供應商的在地化稀土供應，降低地緣政治緊張局勢對稀土供應安全的衝擊。在營運與技術開發層面，通用汽車正投資建立國內稀土磁鐵與無稀土磁鐵生產設施、回收設施及產業人才培育體系，藉此縮短供應週期並強化材料加工與電動車馬達組裝的協作效率。研究結論指出，該公司的稀土策略主要屬長期性、差異化導向的投資，核心目標在於提升材料韌性而非成本控制。

This study investigates how General Motors’ implementation of its rare-earth strategies helps to sustain its long-term competitive advantage in the electric vehicle (EV) industry. By drawing on literature on critical raw material and rare-earth supply risk and mitigation, the study addresses a gap in firm-level rare-earth supply security analysis by examining how General Motors operationalizes supply diversification, localization, substitution, and circular-economy strategies within its value chain through the lens of Porter’s value chain framework. A qualitative single-case study design is employed, drawing on secondary data from corporate disclosures, articles, industry reports published between 2020 and 2025, and policy reports. Through the lens of Porter’s (1985) value chain framework, this case study categorizes General Motors’ rare-earth-related activities into five activities: Inbound logistics, operations, marketing and sales, procurement, and technology development, and interprets how these activities jointly shape General Motors’ competitive advantage. The findings show that General Motors is transforming its rare-earth strategies through inbound logistics and procurement, with long-term supply contracts and localized rare-earth supply from U.S.-based suppliers, thereby reducing exposure to geopolitical tensions affecting rare-earth supply security. In operations and technology development, General Motors is investing in establishing domestic rare-earth and rare-earth-free magnet production facilities, recycling facilities, and industry talent, thereby shortening supply lead times and strengthening coordination between material processing and EV motor assembly. The study concludes that the firm’s rare-earth strategies are mainly long-term, differentiation-oriented investments, focused on material resilience rather than cost.