| Summary: | 碩士 === 國立勤益科技大學 === 流通管理系 === 98 === Between 1970 and 1980, Taiwan took over Japan as the world leader in the industries of shoe moulds, shoes, umbrellas, hats, sewing machines, micro motors, and etc,. Followed by the appreciation of New Taiwan Dollars, labor-intensive industries started moving to overseas countries located south of Taiwan such as Malaysia, Thailand, and Indonesia. These labor-intensive industries then moved again to Mainland China due to its successful economical reformation since 1978. Manufacturers of injection molding and auxiliary machinery (IMAM) followed the above industries to overseas, as well as their brands originated from Taiwan. With the constant growth in the past four decades, Taiwan has led the plastic/rubbery machinery (PRM) industry to a new high and become a key player of production and export of the IMAM regarding to both quality and quantity in the world. However, in the past ten years, from the beginning imitation to later on innovation, Mainland China grabbed the opportunity and has become the main supplier, customer, and exporter in the PRM industry. The exponential growth in Mainland China is demonstrated by its great PRM industry scale and labor force.
In Taiwan, companies in the PRM industry not only face more and more competition from its own saturated market, but also confront the low-priced machinery providers from Mainland China. Fortunately, the Economic Cooperation Framework Agreement (ECFA) between Mainland China and Taiwan places plastic/rubbery machine tools on the Early Harvest List which also benefits the PRM industry to expand. This is definitely a crucial year to those Taiwan manufacturers of plastic end products in China to make the transition due to lack of labor force from the beginning of the year and the incident of Foxconn pay raise. Therefore, how to further automate the production process and deal with the increase of labor cost will lead to the future of the industry. This research can be seen as a reference by companies in the PRM industry. Hopefully the findings of this research can also assist those companies to be away from the red ocean and to be successful in the blue ocean.
This research is done by using the ANP method with the integration of a) business patterns (global strategy, home town cultivation, and relocating to overseas), b) industry formations (injection molding machine and auxiliary manufacturers), and c) competitive advantages (innovation, growth, differentiation, cost, & alliance) in Taiwan. The intention of this study is to assist companies in the PRM industry in Taiwan to deploy their global strategies. In the end, a case study of global strategies will be provided.
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