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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/32033

    Title: 中東石化工業競爭力分析與策略形成之探討 : 以S公司為例
    Other Titles: The analysis of competitive advantage and strategy formulation for Middle East petrochemical industry : a case study on company S
    Authors: 魏雪資;Wei, Hsueh-tzu
    Contributors: 淡江大學國際商學碩士在職專班
    林志鴻;Lin, Jyh-horng;賴錦璋;Lai, Chin-chang
    Keywords: 中東地區;石化工業;使命陳述;內外部評估分析工具;競爭策略形成要素;Middle East;Petrochemical Industry;mission statement;Internal/External Assessment and Analysis Tools;Business Strategy Formulation Factors
    Date: 2006
    Issue Date: 2010-01-11 01:34:07 (UTC+8)
    Abstract: 隨著總體環境的變遷,80年代中東地區被重視的焦點,多半是與原油的生產及開採相關,此時中東地區較少將石化業的上中下游連結成完整的供應鏈,最主要的原因就是為了分散風險、規避戰爭的風險。到了90年代開始,中東地區夾著其龐大資源的優勢,將其下屬的相關工業,透過就地整合、垂直整合等策略以及風險控管等方法手段,逐步發展成一連貫完整體系的供應鏈,不再只以供應原油為其主要的輸出項目為滿足,而是以擁有更高附加價值的原物料產品為其出口重點,再加上其所處之地理位置,對於供應全球市場來說,有著相當的重要性。

    本論文欲研究探討的部分,就是探討中東石化工業在面對環境變遷時所產生的風險,其管理因應的競爭能力及具體策略為何!透過國內外相關文獻探討、所蒐集的資料分析比對及與相關人員進行訪談,歸納並結論究竟是那些因素造成S公司,在去年的全球化工50強排行榜中,以黑馬姿態出現,由原來第22名竄升為第11名之原因?是因為其全球佈局得宜所產生的效益?還是因為整體大環境所造成的結果? 為了探討該具體策略是否符合順應爭發展趨勢,我們選擇從個案S公司的使命陳述為出發點,引用Lin and Pao (2004)的理論模型架構,連結內部的7S Model、產業的五力模式、外部的總體環境分析等評估工具,可以清楚地評估分析中東地區石化工業的競爭力,以及S公司在進入全球市場的優勢及劣勢,所形成競爭策略各要素之間的相互關聯性,做為該企業制定競爭策略時的修正與參考。
    The focus on middle east area at 80’s has won a lot of attentions all about oils and something related with, there is seldom to have a complete supply chain from the upper-stream to the down-stream in the changeable Microenvironment. The main considerable reason is avoiding the war and managing the risks. Till 90’s, the middle east area owns the huge sources and competitive advantage, so they go through the integrated forward and backward business and risk controlling, then developing a whole supply chain. It has the proper location in the geography, now it is not only supplying the oils, they are also R&D more additional value products to supply the markets in the worldwide.

    This Study tried to find out what kind of risks the middle east petrochemical industry are facing to and how would they handle the competitive advantage and strategy in this rapid change of worldwide competition environment.

    Through the literature reviewing, collecting and deciphering data, interviewing with the management people, finally we realized the capability of company S from 22nd up to 11th player on the top 50 global chemical club. In order to check this strategy formulation is suit for the development trend or not? We apply Lin and Pao (2004) framework, a cast study on company S which has customer-centric supply chain with mission statement, linking with internal 7S Model, industrial 5 Forces analysis and external Microenvironment tools. Go through the analysis, it can be easily to understand what are the advantages and disadvantages for the petrochemical industry in the middle east area. If they are trying to get into the worldwide market, what situation will be involved and what are the relationships between the strategy formulation factors. Those findings are good reference for making competitive strategy or correcting company’s strategy and what we wish to offer.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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