| 摘要: | 中國大陸自1978 年改革開放至今已30 年，由於中國市場廣闊、資源豐
富、勞動力充足，成為外資企業大量湧入，發展成為全球最重要的製造工廠，生
產出全世界最價廉的產品。初期在國營企業的改造，由於國營企業機構龐大，為
了照顧廣大的勞工，容易形成冗員充斥生產效率低落的現況，也無法與世界先進
的企業競爭。此時一群大陸冒險企業家投入市場，利用廉價的勞工，及政府優惠
的政策，並快速從外資企業(包括台資)技術門檻不高的產業著手，迅速發展一批
中小企業。
到2009 年，估計中國大陸有多少中小企業約有4200 萬家，產值多少約達20
兆人民幣(依大陸統計局公佈大陸2008 年GDP 產值約30 多兆人民幣，2006 年起
中小企業約佔產值58%以上數據推估)，然而大部份中小企業沒有實施現代化的企
業管理，在面對全球化的競爭，其競爭優勢已漸漸喪失。
2008 年世界經濟出現通貨緊縮，直接導致國際市場急遽萎縮。大陸出口從
2008 年前以20% 以上的幅度增長，到2008 年增長幅度只有８%，至2008 年11
月大陸對外貿易出口比同期出現負成長。賴以出口為主大陸中小企業發展面臨許
多問題，如匯率、勞動力成本、原材料上漲及技術升級等問題，但最迫切的是融
資問題。據大陸國家發展和改革委員會調查，2008 年上半年約有6.7 萬家中小企
業停產或關閉。東莞地區的台商更是面臨同樣的問題，所以東莞商商協會葉春榮
會長在2008 年呼籲兩岸的政府，要重視大陸台商面臨經營上的問題，要協助台商中小企業轉型升級的發展。
本文研究以大陸中國生產力促進中心為研究對象，並以針對大陸中小企業轉
型升級發展所負的使命為主要研究的主題，中小企業轉型升級發展需多種政策配
合，本文以企業自主管理為限制。由於大陸幅員遼闊，選擇台商投資重鎮東莞地
區為研究範圍。
本文研究的目的，就是要證實，中國生產力中心對中小企業轉型升級發展的
功能與重要性，企業『顧問師』對大陸中小企業在企業管理方面能幫助提昇其核
心競爭力，台灣中國生產力中心協助中小企業轉型升級的成功經驗可以複製在中
國大陸，兩岸生產力中心有合作互補的空間，對兩岸經濟的發展有所助益。
所以本文研究的問題可簡述如下三點來探討：
1. 檢視中國大陸的『中國生產力促進中心』成立的宗旨、功能、計畫內容，以及
對中小企業轉型升級的具體做法。
2. 探討大陸『東莞生產力促進中心』功能、任務、與合作夥伴的關係，對大陸東
莞地區中小企業轉型升級發展的功能。
3. 以實際成功案例比較兩岸生產力中心的差異，評估中國大陸生產力促進中心
是否可以複製台灣企業『顧問師』的成功經驗，來協助大陸中小企業轉型升
級發展。
從本文兩岸生產力中心的歷史文獻的研究發現，台灣中國生產力中心對台灣
中小企業轉型升級發展中，以現代化的管理協助企業改善經營體質，增加企業核
心的管理能力，尤其是企業顧問師對企業的輔導，協助中小企業轉型升級幫助甚
大。相對，大陸中國生產力促進中心大都從事科研成果轉化，對大陸中小企業全
面轉型升級發展，欠缺實務的企業管理專家協助，面對大陸中小企業轉型升級的
需求，正積極與台灣、香港等先進管理的企業顧問洽詢合作，洽詢合作的利基。
兩岸生產力促進中心的 SWOT 分析研究發現，台灣中國生產力中心有各式各
樣的企業輔導專家團隊，協助台灣中小企業轉型升級發展的寶貴經驗，是值得大
陸學習的。但大陸擁有市場的優勢、有政府政策及經費支持的優勢、大陸目前雖
沒有企業輔導的專家，但他們已經意識到企業顧問師價值，是大陸在中小企業轉
型升級發展中，不可缺少的人才。
從本文兩岸生產力中心輔導的案例研究發現，台灣以企業顧問師實務輔導的
經驗，協助企業提升自已的核心競爭力。如大陸隆成企業，頂新康師傅集團，因
為有企業顧問師的輔導，可以快速發展，佔據市場成為產業的龍頭，這樣成功的
案例非常多，這就是企業顧問師的價值。而大陸生產力促進中心大都借用外聘的
專家，執行科技轉化的工作，雖然對企業轉型升級也有幫助。但龐大的中小企業
轉型升級發展的關鍵，在於自主管理能力的提升，中國大陸欠缺這樣的人才。從
兩岸發展的經驗看出，大陸正迫切需要學習台灣的經驗，培養大批的企業顧問，
是大陸生產力促進中心首要之務。
從專家的問卷回饋研究發現，大陸各級生產力促進中心，欠缺現代化管理之
人才，來協助龐大的中小企業轉型升級發展。台灣中國生產力中心在協助台灣中
小企業轉型升級發展的經驗與成果豐碩。可以讓大陸各級生產力促進中心學習借
鑒的地方。東莞地區台商也面轉型升級的壓力，東莞生產力促進中心一樣欠缺具
實務經驗企業顧問師，所以更迫切的希望與台灣中國生產力中心或企業顧問師合
作。兩岸專家均認為，台灣企業『顧問師』的價值，能夠提升中小企業經營效益。
本文論述就是以台灣中國生產力中心輔導對中小企業轉型升級發展的經
驗，來比較大陸中國生產力促進中心的功能，來闡述本文研究的目的。大陸中國
生產力促進中心成立宗旨，就是要協助提昇中小企業的自主管理能力。但欠缺像
台灣有企業『顧問師』的專業，來協助中小企業在自主管理提升競爭力。雖然近
年來，大陸意識到這類問題，所以諮詢顧問公司也如雨後春筍般的成立，並與國
外知名管理顧問公司合作，當然也包括台灣的企業管理顧問公司的合作，但這只
是一個開始。
本文研究總結，大陸龐大的中小企業正面臨轉型升級的關鍵時刻，大陸中國
生產力促進中心是亟需要有企業『顧問師』的專業，來協助大陸中小企業轉型升
級的發展，大陸中國生產力促進中心可以學習台灣經驗，兩岸生產力中心有合作
發展的利基。
China government has implemented economic reforms and opening markets since
1978. Due to the huge domestic market, sufficient resources, cheaper wage of
labor force and abundant foreign enterprises investments, China has become
the world manufacturing factory that produce the most lowest-priced products.
By 2009, the number of small and medium-sized enterprises (SMEs) in China
estimated about 42 million, and the output value approximately reached 20
trillion RMB. The Bureau of Statistics indicated SMEs approximately composed
58% of the output value 2006. However, the most of SMEs seldom implement
enterprise management and gradually decrease the advantage of the global
competition.
The deflation directly decreased the demand of the international market in
2008. The growth rate of the exports increased 20% by 2008, but there was only
8% in 2008. On November, the foreign trade export dramatically presented a
negative growth rate. Most of SMEs faced the emerging market problems, such
as exchange rates, labor costs and raw material prices rising, technology
upgrades, and financial crisis. China National Development and Reform
Commission investigated that the first half of 2008, about 67,000 SMEs had
stopped producing or closed. Taiwanese businessmen in Dongguan faced the
similar problem, too. In 2008, Dongguan Business Association asked
governments have to pay attentions to the business operating problems and
assist Taiwanese SMEs to transform and upgrade.
The study firstly focuses on the China Productivity Promotion Association
(CPPA) and examines the mission of the reform and upgrade for SMEs through a variety of policies. The research emphasizes on the self-management of
enterprises and illustrates the case of Dongguan, the very important
investment base for Taiwanese.
Taiwan''s China Productivity Center (CPC) has played a very important mechanism
to assist transformation of SMEs. Many successful cases indicated that the
enterprise consultants can improve their core competitiveness of the business
management aspects. This study also attempted to examine whether Taiwan＇s
CPC model can assist the transformation of SMEs in China.
Many literatures are summarized as referred Taiwan＇s CPC employed modernized
management to assist enterprise in improving the management quality,
enhancing enterprises core management capability, especially the counseling
of enterprise consultants. In contrast, CPPA were mainly engaged in
transformations of scientific research and lacked for practiced business
management experts to assist them. Facing the demand of the transformation
and upgrading of SMEs in China, they are actively to contact with Taiwan, Hong
Kong and other advanced management consultants.
The SWOT analysis used to examine in CPC and CPPA. Taiwan＇s CPC has all kinds
of enterprise consulting expert teams and the valuable experiences to assist
SMEs with transformation and upgrade. China has the advantages of market,
government policies, and financial supports, however, they don＇t have
experts of enterprises counseling.
The case studies also indicate that Taiwan＇s enterprise consultants with the
experiences of practical counseling to help enterprises to enhance their own
core competencies. For instance, Mainland China Long Chan Enterprise and Ting
Hsin Master Kong Group which had been consulted by enterprises consultants
so they could develop fast that they occupied the market and became the leaders
of industries. However, China＇s CPPA generally seeks for international or
famous experts who are hired from outside, to carry out scientific and
technological transformations of the work. However, these international
consultants are useless because they seldom touched to enhance the ability
of self-management for SMEs.
After reviewing the professional experts in both straits, there is few
talented people facilitated with modern management to assist in the
development of transformation and upgrades of SMEs in China＇s CPPA and local
Productivity Promotion Center (PPC). Dongguan PPC also needs enterprises
consultants with practical experiences. So PPC is seeking to cooperate with
Taiwan＇s enterprises consultants urgently. The professional experts also
suggested that enterprises consultants contribute to enhance their
operational efficiency of SMEs The findings indicate that the CPPA should improve self-management
capabilities of SMEs and solve the lacks of the professional enterprises
consultants to enhance their competitiveness. CPPA needs to have the specialty
of enterprises consultants urgently to assist in the development of
transformation and upgrade for SMEs. The study suggests that China＇s CPPA
need learn from the experiences of Taiwan＇s CPC. There is a niche to
cooperation with the cross-strait productivity centers.
Keywords: small and medium-sized enterprises China (SMEs), transformation and
upgrade, China Productivity Promotion Association (CPPA), Dongguan
Productivity Promotion Center (PPC), China Productivity Center (CPC),
enterprises consultant |
