女用鞋業轉型策略為工貿一體之探討 —以M公司為例

ASIA unversity > 管理學院 > 經營管理學系 > 博碩士論文 > Item 310904400/116954

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Title:	女用鞋業轉型策略為工貿一體之探討 —以M公司為例
Other Titles:	Discussion on the Transformation Strategy of Women's Footwear Industry into the Integration of Industry and Trade
Authors:	陳暐奇 CHEN, WEI-CHI
Contributors:	陳世良 CHEN, SHIEH-LIANG 經營管理學系
Keywords:	貿易商;企業轉型;垂直整合;工貿一體;併購 Enterprise Transformation;Vertical Integration;Integrated Industry and Trade;Trader;Mergers and Acquisition
Date:	2023
Issue Date:	2023-11-22 01:36:19 (UTC+0)
Abstract:	隨著市場的改變，貿易商的生存越來越艱辛，身為中間商的貿易商勢必得轉型做出改變。本研究著重於貿易商轉型為工貿一體（垂直整合），並簡單描述台灣鞋業的發展；以及貿易商原先有哪些資源基礎理論並透過向後整合來併購越南工廠來瞭解轉型後所遇到的問題與須具備哪些核心能力，才能轉行成工貿一體（垂直整合），透過轉型工貿一體可以讓客戶對擁有自身工廠的貿易商更加信任與依賴。但是由於多了工廠這塊需要去管理，尤其女鞋工廠更難管理，因女鞋之樣式很多而做工相當複雜流行速度變動很快，需要穩定的高品質與交貨期，經營一家工廠所需的資金流動需特別龐大，以至於需要管理的團隊也跟著更大與專業。本研究透過個案研究方式，以M公司的中高階主管為研究對象，透過深入訪談來探討與比較從貿易商轉型為工貿一體（垂直整合）需要具備哪些能力，以及轉型為工貿一體在成本面有何變化，並在最後提出兩項研究命題。 As the market changes, it is becoming more and more difficult for traders to survive, and as middlemen, traders have to transform and make changes. This study focuses on the transformation of traders into a vertically integrated industry, and briefly describes the development of Taiwan's footwear industry, and what resource bases traders originally had, and through backward integration to merge and acquire Vietnamese factories to understand the problems encountered after the transformation and what core competencies are required to transform into a vertically integrated industry, so that customers can have more trust and reliance on traders who own their own factories. By transforming into a vertically integrated company, customers can have more trust and reliance on traders who own their own factories. However, due to the additional factories that need to be managed, especially women's shoes factories are more difficult to manage, because women's shoes have many styles and the workmanship is very complex and the speed of fashion changes quickly, requiring stable high quality and delivery time, the capital flow required to operate a factory is particularly large, so the team that needs to be managed is also larger and more professional.This study utilizes a case study approach and takes middle and senior executives of Company M as the research subjects. Through in-depth interviews, the study explores and compares the competencies required to transform from a trader to an integrated manufacturer (vertical integration) and the changes in costs associated with the transformation to an integrated manufacturer, and finally this study proposes two research propositions.
Appears in Collections:	[經營管理學系 ] 博碩士論文

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