汽車路線貨運如何運用核心資源找出競爭優勢-以SY汽車貨運公司為例

Abstract

本研究採用定性分析的個案研究方法，針對個案公司主管進行深度訪談，並配合資料收集與文獻探討，以及分析汽車路線貨運之現況及發展來加強資料的多元性。由於汽車路線貨運產業競爭激烈，大型的貨運公司整合物流、金流、資訊流和商流等四方物流，以提供更全面的服務模式；而其他規模較小的國內貨運公司則不斷以低價運費來爭取客戶，導致獲利逐漸微利化。本研究另使用SWOT和資源基礎論來分析個案公司之外內部競爭力，並透過四大構面和資源分析來了解個案公司的未來營運機會，研判本身與競爭者實力的消長，避開主要的威脅壓力，善用企業資源，發揮自我的優勢及彌補劣勢，並擬定競爭策略，再依此選擇提供服務的特性和市場行銷的策略，以爭取最佳利機。 本研究將分析結果彙總後，藉由提供予個案公司參考之建議，發展出下列命題：命題一、應繼續加強提供高品質的服務，強化顧客關係，除穩固既有的客源外，找出自己明確的市場定位及核心競爭優勢。命題二、個案公司受限於資源和資金的條件下，應朝向提供『專精、聚焦』的運輸服務模式，較能創造或找尋利基市場並創造獲利。命題三、個案公司未來更要積極與國際物流企業合作，如IDS和DHL這些在全球擁有數十年整合物流的服務經驗的國際大型企業，建構更廣的服務範圍與功能，因為個案公司若成為其最主要的供應鏈夥伴，透過他們的國際化物流服務加上個案公司在台三十年的專業配送經驗，整合彼此的通路及服務範圍，將能產生加乘效果。

This research adopts the case study of qualitative analysis research methods to conduct in-depth interview with the senior managers in the case company, collecting related information and records correspondingly, and analyzes the current condition and development of freight trucking transportation to strengthen the diversity of study materials. Due to intense competitions among freight industry, major international companies have integrated logistics, money, information, and business flow to provide more general service; however, other domestic small companies have offered low delivery charges to obtain more clients which has resulted their profit gradually in micro-profit. The study also uses SWOT and Resource-Based View techniques in order to analysis external and internal competitive abilities of the case company; and also through four aspects and resource analysis to help understand the future operation opportunity of the case company, examine the growth and decline between competitors, avoid the stress of main threats, make good use of business resource, utilize its own advantage, overcome disadvantage, draft competitive strategies, then based on these factors to select character of service-providing and marketing strategies to gain the best interests and opportunity. After generalizing the results from the study, by proposing recommendation as reference from the case company, it develops theses as follows: 1. The case company should continuously enhance its delivery service with a high quality and improve the relationship with clients; not only to stabilize its present clients, but also find its own specific market position and core competitive advantages. 2. Because of limited resource and capital, the case company should provide delivery service towards “proficiency” and “focus-on”, which can create or find a better niche market and make profits. 3. The case company should be more aggressive in cooperating with multinational logistic enterprises in the future, such as IDS and DHL that have integrated service experience all over the world for many years, to construct a more extensive service area and business function. If the case company is able to be an important partner in supply chain collaboration of one of these leading companies, by ways of their international logistic service and its 30-year-logistics experience in Taiwan, the case company can integrate all channels and service scope with other companies that will generate multiple effects to the company. Key