航空貨運集散站業經營策略之研究-以華儲股份有限公司為例

Abstract

國內外對於航空貨運集散站業(Air Cargo Terminal Operator)之相關研究不多，且大多以貨運站組織變革及民營化前後績效等課題為研究重點，少有針對航空貨運集散站經營策略進行研究。航空貨運集散站做為貨物流通之中繼站，若未隨著物流型態改變以及競爭環境的改變而重新思考其經營策略，將無法滿足顧客更高之需求以及在物流環境下謀得競爭優勢，因此，本研究將探討遠翔航空貨物園區成立後，對華儲公司之衝擊及競爭優勢的影響，並提出更合適的經營策略以因應外在環境之變化，同時彌補文獻上關於航空貨運集散站經營策略之缺乏。 本研究利用SWOT分析法，針對華儲公司內、外部環境進行優劣勢分析，並以Porter所提出的三個一般策略做為最後策略選取之基礎架構，在策略模式選取上，利用層級分析法(AHP)將權重值與績效值之相乘加總分別計算出各策略模式20項實施方案之加權分數，以評選出華儲最優先採取之經營策略模式與實施方案。 研究結果顯示：(1) 華儲在整個經營策略發展實施上，應以差異化策略為最優先實施目標，依序則為集中化與低成本策略模式。(2) 華儲公司在經營策略方案順序應以「建置資訊作業系統」、「與航空公司或相關業者建立夥伴關係」、「.推動品質管理，強化顧客關係」與「強化整合性資訊系統服務」等為最優先執行方案。

An air cargo terminal is one of the important spot of the international logistics process but there is few studies focus on the business strategy of air cargo terminal (ACT). The purpose of this study not only explores the impacts of the emergence of Free Trade Zone (FTZ) on Taiwan Air Cargo Terminal (TACT), but also establishes priority of the business strategy might be adopted by TACT. SWOT analysis is used to explore the internal and external environment impacts on TACT in Taiwan. Porter’s Three Strategy Theory is then to be selected as the basic framework of analysis. Finally “Analytic Hierarchy Process” is conducted to calculate the weight of attribute based on the results of survey questionnaires collecting from industry field specialists to evaluate the priority of the 20 strategic actions proposed in this study. The research finds out (1) The Differentiation Strategy is a first priority strategy for TACT to develop and following are Focus Strategy and Low-Cost Strategy. (2) To introduce information operational system, To establish partnership with Airlines and related forwarders, To implement quality management and develop customer relationship, and To enhance the services of integrated information system are the most important strategic actions for TACT.