提升台灣無塵室工程產業競爭策略之研究

Abstract

在全球激烈的競爭環境下，基於市場規模及成本考量，海外市場開發儼然台灣無塵室工程產業未來發展之趨勢，但工程產業經營者應如何掌握自身競爭優勢，避開承攬工程風險與威脅，針對目標市場展開承攬工程之策略活動。本研究依據文獻探討，運用層級分析法(Analytical Hierarchical Process, AHP)，建構台灣無塵室工程產業之競爭策略指標，透過23位專家問卷調查結果，計算各階層評估構面及指標權重，經過一致性檢驗篩選後，決定各層級項目權重，歸納本研究結論如下： 一、台灣無塵室工程產業之競爭策略指標架構，包括3個評估構面及13個評估指標，均具適切性及一致性。 二、台灣無塵室工程產業之競爭策略指標架構「整體構面」權重分配，由高而低依序為「品質管理」、「市場目標」及「成本管理」。 三、台灣無塵室工程產業之競爭策略指標架構「品質管理」評估構面，以「掌控工程進度能力」及「設計與施工整合作業」指標權重較高。 四、台灣無塵室工程產業之競爭策略指標架構「成本管理」評估構面，以「規模經濟成本」及「健全財務結構」指標權重較高。 五、台灣無塵室工程產業之競爭策略指標架構「市場目標」評估構面，以「擴大營運範疇」及「開發利基市場」指標權重較高。 最後，依據研究結果與討論，分別提出相關建議，以供主管機關、研究者與該產業經營者未來後續之參考。In the fierce global competitive environment, based on market size and cost considerations, overseas market development is fascinating with the future development trend of Taiwan's clean room engineering industry, but how should engineering industry operators master their own competitive advantages and avoid contracting engineering risks and threats. Strategic activities to undertake contracting projects for the target market. Based on the literature, this study uses the Analytical Hierarchical Process (AHP) to construct the competitive strategy indicators of the clean room engineering industry in Taiwan. Through the results of 23 expert surveys, the weights of the assessment facets and indicators of each class are calculated. After the screening of the sex test, the weight of each level of the project is determined, and the conclusions of the study are summarized as follows: 1. The competitive strategy indicator structure of the Taiwan clean room engineering industry, including three assessment facets and 13 evaluation indicators, are both appropriate and consistent. 2. The competition strategy indicator structure of the Taiwan clean room engineering industry. The“Total Facet”weighting is divided into“Quality Management”,“Market Target”and“Cost Management”from high to low. 3. The competition strategy indicator structure of the clean room engineering industry in Taiwan has a higher weighting of the “Quality Management” assessment structure, with the “Control of Project Progress Capability” and “Design and Construction Integration Operations” indicators. 4. The competition strategy indicator structure of the Taiwan clean room engineering industry has a higher weighting of “Cost Management” and “sound financial structure” indicators. 5. The competition strategy indicator structure of the Taiwan clean room engineering industry. The “Market Target” assessment structure has a higher weighting of the “enhanced operational scope” and “developed niche market”indicators. Finally, based on the research results and discussion, relevant recommendations are proposed for the future follow-up of the competent authorities, researchers and the industry operators.