線性傳動元件廠商之華麗轉身 ——以HIWIN上銀科技為例

Abstract

伴隨工業4.0與智慧製造之大勢所趨，工業自動化產業吸引力日漸提升，再者，接續數年機器人市場規模每年雙位數之成長，線性傳動元件之市值亦將急遽成長，主因為包含滾珠螺桿與線性滑軌在內之線性傳動元件為機器人之關鍵零組件。然而，全球化市場與供應鏈促使製造者與供應商於獲利與生存皆面臨激烈競爭。此刻，線性傳動元件製造商皆採取多角化策略作為企業成長策略，但途徑各異。究竟採行哪一種企業轉型途徑可成功華麗轉身，邁向下一個事業頂峰? 本研究透由產業競爭、企業成長策略、企業資源與能力進行進行管理理論概念與個案解析，企圖為隸屬於同一策略群組之台灣線性傳動元件製造商尋找最適之華麗轉身路徑，此五家台灣主要線性傳動元件廠商，面對同樣競爭之外部競爭環境，但因具備不同組織資源與能力，因而轉型成效不一。 本研究歸納出台灣線性傳動元件廠商皆採集中及複合多角化作為企業成長策略，以個案企業上銀科技及其同業精浚科技皆選擇複合多角化，並輔以集中多角化策略，以金牛事業產品之收益流作為問題事業產品發展所需，以降低轉型風險。此外，研究發現當一個企業具有無形資源、組織能力等策略性資源，則其華麗轉身成功機率較高，但組織仍需時時進行策略校準，因應外部環境動態調整策略與組織結構。

With the mega trend of Industrie 4.0 and Smart Manufacturing, the attraction of Industrial Automation industry is getting higher and higher. Moreove, due to the double-digit annual growth rates of Robotic market size for the following years, the market revenue of linear motion products grows sharply. That is because the linear motion products, including ball screw and linear guide, are the key components for robotics and for all industrial automation applications. However, manufacturers and suppliers face stiff competition for not only the better profit, but also their subsistence because of the globalization of the market and the supply chain. At present, the global linear motion manufacturers adopt the Diversification as their corporate growth strategy, but they have different approaches. After all, which approach could lead the corporate to achieve its splendid transformation, then create its new business and go forward to the peak? Through the managerial theories and the conceptual discussion of industrial competition, corporate growth strategy and organizational resources and competencies, the present study provides an optimal approach, roadmap of Splendid Transformation to the five main Taiwan Linear Motion manufacturers who are affiliated to the same strategic group. They encounter the same fierce industrial competition; however, they are equipped with diverse resources and competencies. Therefore, their performance of corporate transformation is totally different. This study generalizes that Taiwan Linear Motion manufacturers all adopt Concentric Diversification and Conglomerate Diversification as their corporate growth strategy. The case study company HIWIN and its peer OME STAF choose these two strategies at the same time and take the sales income of Cash Cows business and product to support the development of Question Mark business and product for reducing the risk of transformation. Besides, according to the study, the case reveals the company equipped with strategic resources, including intangible resources and organizational competencies has much higher probability of success in its transformation. However, the company should always engage in strategic alignment and make the dynamic change of its corporate strategy according to the external environment.