國防-航太事業多角化策略之個案研究

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Title:	國防-航太事業多角化策略之個案研究
Other Titles:	A Case Study of Diversification Strategy for Defense-Aerospace Business
Authors:	黃淑媛 Huang, Shu-Yuan
Contributors:	李明煌 Lee, Ming-Huang 東海大學管理碩士在職專班
Keywords:	多角化 Diversification
Date:	2006
Issue Date:	2011-05-24T08:49:29Z (UTC)
Abstract:	中文摘要個案公司係於民國85年由原隸屬於國防部的航發中心，改制為隸屬於經濟部的國營公司。本文旨在探討因應國防預算減縮、政府航空產業政策不明，針對其長年累積的研發設計、系統整合、專案管理、製造、組裝、測試、後勤支援等技術能量，應如何規劃多角化經營策略，以發揮綜效、開創生機、達到永續經營之目地。多角化的理由，除了經濟因素外，最主要是因為個案公司擁有很多科技與工程人才，及極大規模的研發、製造能量。然而，多角化是一項鉅大的工程，卻不是萬靈丹，尤其個案公司不僅肩負國防-航太公司的包袱，又面對國營體制的限制，究應如何突破與日俱增的經營壓力，且在多角化高風險之路避開陷阱，本研究係透過相關文獻的探討，試圖建立多角化推行模式並獲致如下結論與建議：1.個案公司推動多角化是有利突破現狀的，惟新創事業市場環境、競爭機制與國防-航太截然不同，應加速建立應變彈性。2.多角化的策略應注重產業選擇與核心專長的培育，並以下列要素來鑑定成功的機會：●是否以市場導向為基礎？●需要的互補核心專長能否獲得？●應建構的組織與系統是否完備？●從事的冒險是否可以創造股東價值？3.多角化的推動方式，若需吸取外界智慧或經驗，分散經營風險者，可考慮與民間企業「合資」或「策略聯盟」，藉由民營企業之管理制度與力量，突破非經濟因素之影響，避免行政、立法部門之掣肘。若本身具有技術基礎與資源優勢，則較適以「內部發展」方式進行，先建立利潤中心適當時機再以轉投資方式成立公司，以逐步形成「企業集團」。4.個案公司以「供應鏈管理的概念」整合與統籌所轄之「關係企業」。 ABSTRACTThe case company has evolved from a unit of the Ministry of National Defense, and has been reorganized to a government-owned corporation under the supervision of the Ministry of Economic Affairs. The purpose of the study was to examine how the case company applied its capacity to diversification strategy, thereby pulling out from the quicksand of decreasing defense budget and the ambiguous national policy on the aviation industry. Reasons for the case company’s diversification lay mostly in the strength of the versatile human resources, particularly in engineering and fabrication. However, the complexity increased due to its triple role as a major national defense supplier, a new entrant into the global aerospace industry, and a government owned company with operational restrictions. This study tried to develop a model for performing business diversification while avoiding risks and limitations. The conclusions are:1.Business diversification can change the status quo of a company. However, the environment of new business model is totally different from that of the defense industry. Therefore, the organization must establish flexible operating mechanisms. 2.In applying a diversification strategy, we should pay more attention to the selection of subject business and cultivate that business’s core competency while using the following criteria to evaluate the potential to be successful.。Is market-oriented thinking applied?。Are the complimentary core competencies acquirable? 。Are the necessary organization and systems in place to run the business?。Do the new businesses increase shareholders’ value? 3.If a new business requires external expertise to reduce operation risk, the joint venture or strategic alliance mode of organization with private enterprise is a good option. It can break through the non-economic barriers and inject positive energy into business management, and it also minimizes interference from the governmental administration and legislation system. As the business is selected based on the company’s existing capabilities and resources, it is recommended to start by establishing a profit center, and then spin it off as a separate subsidiary company at a later time, when appropriate, in order to form a conglomerate. 4.The case company applied “Supply Chain Management” concept to integrate and manage its businesses.
Appears in Collections:	[企業管理學系碩士在職專班] 碩士論文

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