| Summary: | 碩士 === 國立中正大學 === 會計學研究所 === 92 === Abstract
The value chain concept that Michael Porter suggested focuses on analyzing value activities of companies and possible linkages with its suppliers and customers from the individual business point of view. Later, Shank & Govindarajan offered strategic cost management which put accounting numbers into value chain concept and described the whole industry value chain. They calculated the profit and asset return of each stage of the industry in order to realize the concept of value chain and find where the competitive advantages were.
The Auto industry of Taiwan is a typical representation of “vertical disintegration“. From Auto parts, finished automobile to Auto sales, the industry stages are intact. Thus, this thesis uses the concepts of Porter’s value system and Shank’s strategic cost management to describe the Auto industrial value chain in Taiwan and calculate the revenues, profits, returns of several measurements and their standard deviations. By this analysis, we can have further understanding of the Auto industry in Taiwan. Besides, through the analysis of industrial value chain, we can provide company management with supplementary information for making strategic decisions.
The conclusions of this thesis are as follows:
1. As for the scale, the Auto industry in Taiwan focused on the finished automobile stage in the past, but now focuses on the Auto parts. The revenue of every stage keeps the trend of enlarging. However, as far as the relative proportion is concerned, the finished automobile stage and Auto sales stage are in the decreasing and the Auto parts stage is in the increasing.
2. As for the analysis of returns, the Auto parts stage is the only stage that its returns are above the average of the whole industry. The finished automobile and Auto sales stages’s returns are about the same with the average of the whole industry, but the return ratio of the two stages are in the decreasing.
3. As for the standard deviations of every return, the profitability gap of the companies in Auto industrial value chain stages is getting smaller.
4. Generalizing this thesis, the Auto parts stage surpass the other stages. The relative proportion of the Auto parts stage is in increasing, and the returns of the Auto parts stage keep rising.
Managers inside the corporations could have penetrating understanding of the business operation, the profitability, and the risk of Auto industry of Taiwan by this analysis.
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