運用S&T tree建構企業的決定性競爭優勢－以汽車零組件產業為例

Using S&T Tree to Build Up Decisive Competition Edge of Automotive Part Suppliers

張盛鴻(Chang, Sheng-Hung)；徐常鴻(Hsu, Chang-Hung)；徐福光(Hsu, Fu-Kuang)

限制理論 ； 決定性的競爭優勢 ； 戰略與戰術圖 ； 限制理論之思維程序 ； Theory of Constraints ； Decisive Competitive Edge ； Strategic and Tactical Tree ； Thinking Processes

明新學報

42卷2期（2016 / 08 / 01）

67 - 77

繁體中文

個案公司屬於傳統汽車零組件製造業的一環，在汽車儀表板的設計製造領域為國內之領導廠商，過去專注於技術研發，且也取得相當不錯的成效；然而，在營運管理績效如產品毛利率、存貨控制、零件製造成本控制與產品的開發等表現仍遠不如預期。Dr. Goldratt認為，面對國際市場激烈的競爭下，獨特的決定性的競爭優勢的建立是企業邁向永續經營之道。本研究運用Dr. Goldratt的戰略與戰術圖，透過個案公司各階層代表的訪談、整理及驗證的過程，予以建構完成，並獲得公司各階層人員與高階主管的高度認同後，作為公司未來發展的藍圖。

The case company is a traditional automobile parts maker and one of leading domestic suppliers in the field of instrument panel design and manufacturing. However, the performance of corporate operational management, such as gross profit, inventory control, and the cost of manufacturing and development of products are still far away from reaching goals. Dr. Goldratt believes that we are facing more severe competition in the global market, not only continually carry out to upgrade our new technology but also need to establish unique Decisive Competition Edge (DCE) for sustaining management tools of enterprise. This study utilized Dr. Goldratt’s Strategy of Tactical Tree (S&T Tree) to establish DCE for the case company. The roadmap has been carrying out by interviewing different level of managers and acquires information for analysis and verification and to receive consensus and commitment from management levels. Consequently, completion of the S&T Tree can be guiding principles for future corporate development goals and action plan.

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