紡織業創新與永續競爭優勢個案研究-聚陽實業股份有限公司

Abstract

過去幾十年來，由於環保意識抬頭，土地和勞動力成本上升，我國國內生產的低成本製造優勢已經逐漸喪失。再加上全球化的趨勢，企業紛紛投資海外生存。許多大型國際公司利用整合的方式外包部分或全部設計，開發，製造，和物流來降低成本。同時也利用分散在世界各地市場的產品和服務，以提高自己的競爭力。在另一方面，台灣紡織業為了因應加入WTO的自由貿易趨勢、2005年全球紡織品配額的取消，以及中南美，東南亞，印度等低成本國家的競爭。需要透過一個完整的全球生產佈局，以降低成本和提高自己的品牌營銷的比例，同時，加強全球的管理能力更是一個關鍵的競爭優勢。

對於聚陽實業，他們明白全球的競爭壓力，也知道如果他們想要得到客戶對產品和服務的青睞，必須能夠滿足客戶的需求，如：新材料的發展、使人們可以有更舒適的穿著，降低生產成本、使人們更願意購入，成為一個雙贏的局面。因此，聚陽的勞動力成本比高科技行業高得多；此外，原物料和配件的訂購，以及如何分配生產訂單是在開始生產前必須要考慮的。因此，全球物流管理的能力是紡織成衣業成功與否的關鍵；聚陽實業已經完成了企業資源規劃（ERP）和供應鏈管理（SCM）系統，以保持自己的競爭優勢。本案例研究的目的，是要找出聚陽實業如何創新，獲得永續的競爭優勢。

For decades, due to the rise of environmental awareness, land and labor cost, currently the cost of the elements needed for domestic production rising, the original low-cost manufacturing advantage has gradually lost. Coupled with the trend of globalization, enterprises have to invest overseas to survive. Many international companies use the virtual enterprise integrated way to outsource part or all of the design, development, manufacturing, and logistic to reduce cost. At the same time, they diversify the products and services to market around the world in order to enhance their competitiveness. On the other hand, to cope with Taiwan’s accession to WTO free trade trends, global textile quotas were lifted in 2005, and the competition from Central and South America, Southeast Asia, India and other lower-cost production areas. We need to reduce costs through a complete global production layout and increase the proportion of own brand marketing, but to strengthen the global management and integration capabilities would be a key competitive advantage.

For Makalot, they understand the economic pressure and also know that if they want to get the favor of the people, products and services must be able to meet the needs of customers, such as: the development of new materials so that people can be more comfortable in the dress, and reduce production costs so that people would be willing to pay, and thus a win-win situation. Therefore, Makalot’s labor cost is much higher than high-tech industries, besides, the sources of raw materials, accessories ordering, and how to allocate production orders, etc. are the pre-operations needed to be considered before starting production. As a result, the global logistics management is very important to textiles and clothing industry, and Makalot has completed the Enterprise Resource Planning (ERP) and Supply Chain Management (SCM) system to remain their competitive advantage. The purpose of this case study is to find out how Makalot innovate themselves and get sustainable competitive advantage.