| Summary: | 碩士 === 國立中山大學 === 高階經營碩士班 === 98 === In order to stay sustainably competitive and provide low cost, high quality products safely and on schedule, China Steel Group must depend on a highly automated and sophisticated electric control system for dynamic and optimized control. Therefore, the promotion of group synergy as well as integration and management of the resources of China Steel Group’s electric control system become the main purpose of this study.
This study is based on resource-based theory, Collis & Montgomery''s strategy and the literatures on Group Company’s management. Management system of Formosa Plastics Group, three Japanese and one Korean Steel Groups were also investigated as benchmarking practices. Following issues have been analyzed via 4 experts’ interviews and 135 questionnaires: 1).Core electric control resources with sustainable competitive advantage of China Steel Group, 2).The electric control resources’ integration and management system of China Steel Group, 3).The necessity and direction to establish China Steel Group’s general management office.
Findings and conclusions of this study are shown as follows:
1) . Core electric control resources with sustainable competitive advantage of China Steel Group:
a. Expertise is the most important core resources of electric control system; process and operation domain knowledge, process control maintenance knowledge and basic engineering of electric control project are the most sustainable competitive advantage in daily business operation.
b. Process domain knowledge in rolling mill is the most valuable and difficult electric core resource and need to be enhanced first.
c. The most important factors to evaluate the performance of electric control business are: quality, time schedule, safety and environmental protection, technical ability, communication and coordination services.
2) . The electric control resources’ integration and management of China Steel Group:
a. Through resources, business and organization as well as by the coordination and monitoring system, the integration and management of the electric control resources of China Steel Group will become more effectively.
b. In addition to the original electric control maintenance and engineering business, China Steel Group should strengthen the function of electric control professional staff to integrate the group’s resources.
c. The way to integrate electric control resources are: technology and information integration, material and logistics integration, process/organization and human resources integration.
d. Project detail design and software maintenance for DCS and PLC should be subcontracted to subsidiary company, InfoChamp System Corp., to enhance its capability in addition to keep core capability inside China Steel Group.
e. Maintain the existing district-based electric maintenance system; Integrate group-wide resources to set up group’s electric control engineering company responsible for all group''s electric control projects; Functions of companies’ electric control department shall be transformed into group’s professional staff.
3) . The necessity and direction to establish China Steel Group’s general management office:
a. The performance of resource integration in China Steel Group is very important.
b. More than 85.2% of respondents considered Group’s general management office should be established or expand the parent company (China Steel Corp.) existing organizations to integrate the resources of China Steel Group.
Finally, the result of this study is not only meaningful for China Steel Group but also can be applied in other industry group companies and engineering companies.
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