從策略規劃到平衡計分卡的導入於中國的模具塑膠產業- N公司華東廠為例

Abstract

本研究針對傳統模具塑膠產業，在面對快速變化的產業環境，企業如何保持敏銳與彈性，迅速回應競爭與市場的變化。在企業面臨經營上嚴峻的衝擊，企圖透過變革來扭轉經營績效的頹勢，經由基礎的公司願景、核心價值之釐清，再透過企業內部的可用資源及核心競爭力之盤查、外部環境分析而訂定出企業的競爭策略及目標，從規劃、分析、發展到落實平衡計分卡專案的案例。 本研究採取深度參與之個案研究方法，首先，對所要導入的專案和理論基礎有所認知，包含策略規劃、企業競爭力和產業環境等三部份來確認問題的關鍵點，尤其必須充分掌握外部產業環境變化及了解內部核心競爭力之所在，藉由SWOT、BCG模式及五力分析等工具運用，參照以往的經營實績，成功的調整企業最佳的產品組合策略及提升客戶價值創新之服務流程變革。

藉由本研究所發展的平衡計分卡之導入，從規劃、實施和效益分析等三個階段，有助於產業認清自己所處之環境，以此制定出有利的經營策略，提升企業經營績效，穩定中求成長，最後，在持續落實平衡計分卡的過程中，仍需不斷的關注科技的脈動所帶來的影響而靈活的調整其策略目標，不斷的發展更深層的核心競爭力並善加利用，追求永續經營的同時，也能朝向企業願景實現之。

Focusing on how traditional plastic mold industry maintains its sharpness and flexibility and promptly react to competition and change of the market in the face of the rapidly change environment of the industry, this study aims to twist the decline of business performance through reformation and clarify the basic ideas of vision and core values of the company when the company is severely impacted in terms of its business. Then the study investigates resources available in the company and the core competitiveness internally and analyzes the external environment. Finally, the study resolves the competitive strategies and goals of the company and explores the case from planning, analyzing, developing, and implementing the balanced scorecard.

This study adopts in-depth involvement case study method. First, the study understands the project and theoretical basis to be introduced and confirms the keys to the problem through three parts, strategy planning, firm competitiveness, and industrial environment. In particular, the change of the external industrial environment the location of the internal core competitiveness shall be fully understood. Through the use of SWOT, BCG mode, Porter five forces analysis, and other tools and the reference to previous business performance, this study successfully adjusts the best product portfolio strategy for the company and reforms the innovative service procedure for the promotion of client values. Through the introduction of the balanced scorecard developed by the study from three phases, planning, implementation, and effect analysis, this study helps the industry to understand the environment it is located in in order to make a beneficial business strategy, promote business performance, and make progress stably. Finally, in the process of continuously implementing the balanced scorecard, one shall still keep paying attention to the influence by technological development and adjusting the strategic objectives flexibly. Besides, one shall keep developing further core competitiveness and take full advantage of it so as to pursue sustainable operation and realize the vision of the company.