| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 93 === In Taiwan, textile industries have kept high volume and percentage in export performance for long. Even after the joining of WTO, therefore the cancel of export quota of textile products. But, since the economic improvement and opening policy of mainland China, the textile industries grow quickly. Because of the low cost advantage of textile related products of China, Taiwanese enterprises indeed faced serious pressure in international market. This study hopes to explain how these industries keep stable export performance when facing with mainland’s industrial competition.
Textile industries have built-up a well-structured up and down-stream industrial value chain, through the past thirty years development. In early stage, Taiwanese companies are OEM oriented manufacturers, their management was focus on the production skill, cost control, supply series to foreign retailer on product brander. Basing on the OEM experience with foreign brander, these manufacturing companies not only maintain exchange relationship with international brander, also build up-stream relationship with suppliers. Through the integration of brander, product manufacturer and material supplier with the exchange relationship, it has formulated a collaborative industry value chain. Taiwanese companies in this industry system gain its competitive advantage by combining more diversified resources, and offer more valuable output to customer with the help of industrial relationship.
The study uses the network’s three factors : actor, activity and resource, then collocates another actor“value” to state case enterprises’ business process by stages. Then we seek the motive inside every stage’s adjust in case enterprises, we expect to understand the supplier’s strategic role in a changing industrial network. The result of this study as follow:
1.Due to stable collaborative relationship, supplier provides more preparative operation for brander customer.
2.Due to conform brander’s demands and reliance, supplier put much money into establish information system, then gets international licenses and modifies R&D capability.
3.In the collaborative system, supplier find that economical efficiency is more important than loyalty of actor, cause customer’s competitor looks for collaborative chance actively.
4.In order to fit the change in global environment, suppliers numerous and confused adopt globalization strategy, then plan to execute the target that’s planning to execute global logistics actively.
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