| Summary: | 博士 === 國立成功大學 === 資源工程學系碩博士班 === 97 === With the development of advanced technology and the increase of production efficiency, the market of steel is in oversupply. Therefore, the environment which steel industries have faced has been more and more competitive for recent decades. According to International Iron and Steel Institute, (IISI), global production of crude steel totaled 761 million tons in the first seven months of 2007, an increase of 8.04 percent over the same period a year earlier. Geographically, Asia, the European Union, , and North America were the world’s largest producers of crude steel in the first seven months of 2007, accounting for 233 million tons, 125 million tons, and 75,750,000 tons, respectively.
A sample of 32 global integrated steel mills were examined by utilizing both cross efficiency test of Data Envelopment Analysis (DEA) and Malmquist productivity indexes (MPI). These global steel mills were grouped into four regions: North America, Europe, Asia and the Southern Hemisphere. The sequence, listed by their operational efficiency, was North America, Europe, the Southern Hemisphere and Asia. The MPI analysis showed that the trend for each region was almost the same. It showed that the total factor productivity slightly improved between 1994 and 2006, and there were an upward tendency for nineteen steel mills and a downward tendency for the other thirteen steel mills. In addition, it showed that nine of the thirteen steel mills went downward due to the decline in technical efficiency, seven of the thirteen steel mills slid down due to the decline in technology, and three of the thirteen declined owing to both the failing of technical efficiency and technology. In particular, the technical efficiency change and technical change of the Asian steel mills were examined. Finally, this paper constructed an analysis of the operational performance management matrix of the 32 integrated steel mills, which would give recommendations for these steel mills to improve their efficiency and productivity.
In addition, the steel industry was separateded into five areas and addressed the determinants of operating performance by ROA. Thus, get the goal to increase productivity on the steel industry. We suggest several operating strategies such as financial management and cost control in North America, raising productivity in the Southern Hemisphere, manufacture management in Europe, promoting core competency in Asia, and sales management in Japan.
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