台湾造船业的核心能力和竞争策略

1、CorecompetenceandcompetitivestrategyoftheTaiwanshipbuildingindustry:aresource-basedapproachInstituteofBusinessandManagement，JUNE2004TheshipbuildingoutputforTaiwanhadbeen4thintheworlduntil1999;however,atthattime,itdroppedtothe9th.Currently,theworldshipbuildingcapacitygreatlyexceedsthedemandandthisdis

2、paritycouldgrowto40%by2005.Facingthisturningpoint,themainobjectiveofthisstudyistore-examinetheinternationalcompetitivepositionofTaiwansshipbuildingindustry;further-more,torealizetheindustriescorecompetencesandattempttorecommendcompetitivestrategiesforthefuturedevelopmentofTaiwansshipbuildingindustry

3、.TheresultsshowthatTaiwansmaincorecompetenceisproductionmanagement,mainlythroughheterogeneousresourceanalysis.Thispaperalsoproposesthatforgeneraltypesofships,Taiwansdevelopmentpriorityshouldbetoutilizelow-coststrategiestooccupythemarketcontinuously;astohighvalueaddedtypesofships,Taiwanspriorityshoul

4、dbetoutilizedifferentialandfocusstrategies.Finally,thedirectionofgovernmentpolicyissuggested.IntroductionResource-basedviewhasbecomeasigni?cantapproachforstrategymanagementthroughmanyliteraturediscussionssinceWernerfelthighlightedhowadepartmentusinguniqueandidiosyncraticorganizationalresourcescansus

5、tainsuperiorperformance1.Firmscanobtainadvantagesbyanalyzingandre-assessinginformationabouttheassetstheyalreadycontrol,iftheseassetscanbeusedtoimplementvaluablemarketstrategiesandifsimilarassetsarenotcontrolledbyasigni?cantnumberofcompetitors.Navarrosuggestedthataresource-basedviewofthe?rmisakeyfort

6、herenewalofstrategicthinkinginmatureindustries2.Barneyproposedthatresourcesincludeallassets,capabilities,organizationalprocesses,?rmattributes,information,knowledge,etc.controlledbya?rmthatenablethe?rmtoconceiveofandimplementstrategiesthatimproveitseffciencyandeffectiveness3.However;thereareafewrela

7、tedconceptsinstrategyliteraturewhichareworthmentionedasfollows:OrganizationalcapabilityUlrich&Lakeproposedthatorganizationalcapabilityistheabilitytobuild?rmsinternalstructureandprocess,andthesestructureandprocessareabletoaffectemployeestocreateorganizationalappropriablecapability.Hence,theorganizati

8、onisableto?twithstrategicrequirementandenvironmentalchange4,5.DistinctivecompetenceSelznickproposedthatdistinctivecompetenceistodescribethecharacterofanorganization,referstothosethingsthatanorganizationdoesespeciallywellincomparisonwithitscompetitors6.Snow&Hrebiniakstatedthatdistinctivecompetenceist

9、hecapabilitythatorganizationscompetitorsdonotpossess7.CorecompetencePorterproposedthatmainstreamstrategyresearchthroughthe1980sandtheearly1990sbroadlyassumedthatitispossiblefora?rmtoachieveandsustainacompetitiveadvantage,auniquepositionrelativetocompetitorsthatallowsittoconsistentlyoutperformthem8.P

10、ostPortersideal,muchoftheresearchoncompetitiveadvantagefocusedoncorecompetenceasamajorsourceofthatadvantage9.Corecompetenceisthecollectivelearningintheorganization,especiallyhowtocoordinatediverseproductionskillsandintegratemultiplestreamsoftechnologies10,11.A?rmscorecompetenceisde?nedasthevectoroft

11、heirreversibleassetsalongwhichthe?rmisuniquelyadvantagedanditisassetofdifferentiatedtechnologicalskills,complementaryassets,andorganizationalroutinesandcapacities12.Corecompetenceisskillsandareasofknowledgethataresharedacrossbusinessunitsandresultfromtheintegrationandharmonizationofstrategicbusiness

12、unitcompetence13.Inordertoobserve?rmsinawiderpointofviewandtostudyinamorespeci?cagglomerateeffect,resourcesandcorecompetencesareusedinthisstudy.Theshipbuildingindustryisaninternalized,liberalized,andmatureindustry2,14.Therelatedindustrynetworkisextensiveandcontainsupstreamsuppliersformaterialandequi

13、pment,e.g.thesteelandironindustries,machineryindustry,electricalandelectronicindustries,anddownstreamcustomers,e.g.theshippingindustryandnationaldefenseindustry.Inpost-warJapan,aslaterinSouthKorea,shipbuildingwasidenti?edasakey,strategicindustrycapableofpromotingwidereconomicgrowth.Inaddition,Japana

14、ndSouthKoreacomprisethe?rstandsecondlargestshipbuildingnationsintheworld.AccordingtostatisticsinLloydsRegister,inrecentyears,themainshipbuildingnations:Japan,SouthKorea,China,Germany,Italy,Taiwan,Poland,Spain,Denmark,andCroatiashare90%oftheworldsshipbuildingoutput.TheshipbuildingoutputforTaiwanhadbe

15、en4thintheworld;however,itdroppedtothe9thin1999.Atpresent,thereare98shipyardsinTaiwan,mostofthemaresmalltomediumsizedandthestate-ownedChinaShipbuildingCorporation(CSBC).Establishedin1973,CSBCistheonlylargeshipbuildertobuildandrepairlargemerchantvesselsandnavalshipsinTaiwan.TheannualoutputofCSBCshare

16、softhetotalshipbuildingoutputis90%;therefore,CSBCplaysasigni?cantroleinTaiwansshipbuildingIndustry.InFebruary1999,34shipswereonorder,totaling1,160,000grosstonsatCSBC.76%oftheorderswereexportedtoDenmark,Greek,Switzerland,andFrance,amongothers.Recently,theworldshipbuildingcapacityhasgreatlyexceededthe

17、demandandthisdisparitycouldgrowto40%by200515.Therefore,Taiwansshipbuildingindustryconfrontsseriouscompetitionfromtheinternationalmarket.Taiwanisthe15thlargesttradingnationintheworld.Thetotalamountofimportandexporttradeis210billionUSdollarsannually,ofwhich90%dependsonseatransport.Thousandsofshipsente

18、randleaveKeelungandKaohsiungharborsannually.Therefore,theshipbuildingindustryplaysanimportantroleinassistingnationaldefenseconstruction,promotingshippingdevelopment,andboostingrelatedindustrialdevelopment.FacingthedilemmaofTaiwansshipbuildingindustry,themainobjectiveofthisstudyisto?ndoutthecompetiti

19、vepositionofTaiwansshipbuildingindustry;furthermore,torealizethecorecompetencesandattempttorecommendcompetitivestrategiesforfuturedevelopmentofTaiwansshipbuildingindustry.CompetitivenessanalysisCompetitivenessof?rmsimplicatesthecompetitivecapabilityoftheinternationalmarketthroughasetofglobalizations

20、trategies16.However,Portersframeworkdoesnotrecommendacommonyardstickofpracticalcomparativeanalysisforcompetitiveness.Inthecommercialcompetitiveworldofshipbuildingameasureofcostperunitoutputindicatesashipyardseffectiveness17.Intable1,Japan,SouthKorea,China,WesEurope,andTaiwanscostspercompensatedgross

21、tonnage($/CGT)areshown.Table1.Indexofcompetitivefactorsforshipbuilding.NationMan-year/CGTCost$/man-yearCost$/CGTJapan0.0093US$39,716US$369.35SouthKorea0.0166US$26,226US$435.35China0.1157US$7,170US$829.56W.Europe0.02US$37,146US$742.92Taiwan0.0112US$37,682US$422.40Source:WorldShipbuildingTheChallenges

22、Ahead,DrewayShippingConsultantsLimited,1999.JapanisthemostcompetitivenationwithUS$369.35;TaiwanatUS$422.2andSouthKoreaatUS$435.35areinsecondandthirdplaceforcompetitiveness.Birmingham,Hall&Kattanarguedthatperformanceshouldbepresentedsimplyascost$/CGT;however,thisfailstoindicatethequalitativedifferenc

23、ebetweenshipyardsoperatinginhigh-orlow-wageeconomies18.Thisissuecanbeaddressedifthemeasureisdisaggregatedintotwocomponents,namely:cost$/man-yearandman-year/CGT.Ascanbeseenin?gure1,thecost$/man-yearisrepresentedonthehorizontalaxis,andtheman-year/CGTisontheverticalaxis.Together,theseconstructanISO-cos

24、tcurve.Eachpoint(country)ontheISO-costcurvehasthesamecost$/CGT.Regardingthecost$/man-year,Chinawitha?gureofaroundUS$7,170,possessesthemostcompetitiveadvantageofwagelevel.SouthKorea,witha?gureofUS$26,226isthe2ndnation.WestEurope,Japan,andTaiwanareclose,asallarehigh-wagelevelnations.Regardingthestatis

25、ticsofman-year/CGT,Japanwith0.0093,hasthehighestproductivity.BothSouthKoreaandTaiwanarequiteclose,andbetterthanWestEurope.TheproductivityofChina,at0.1157,isthelowest.ConcerningtheISO-costcurve,Japanholdsthemostcompetitiveposition,whichimpliesthatJapanhasthepotentialforkeepingtheleadintheshipbuilding

26、market.BothSouthKoreaandTaiwanfallinapproximatelythesameISO-costcurve,andhavelittlechoicebuttofocusonmaintainingaqualityleadovertheircompetitors,whilemakingsteepchangeinproductivity,basedontheircorecompetencesasshownin?gure1.C（）5（5/Man-ycarFigure1. Indicative ISO-cost competitivenesscurve.Source:Wor

27、ldShipbuilding-TheChallengesAhead,DrewayShippingConsultantsLimited,1999.IndustryresourcesbasedBarneyproposesthatavarietyofauthorshavegeneratedlistsofattributesthatmayenable?rmstoconceiveofandimplementvalue-creatingstrategies3.Barneyalsoproposesthat?rmresourcescanbeclassi?edintothreecategories:physic

28、alcapitalresources,humancapitalresources,andorganizationalcapitalresources.Chatterjee&Wernerfeldrecommendedthat?rmresourcesbeclassi?edintothreecategories:physicalresources,intangibleassets,and?nancialresources19.Fernandez,Montes&Vazquezproposethatintangibleresourcescanbeclassi?edashumancapital,organ

29、izationalcapital,relationalcapital,andtechnologicalcapital20.Thisstudysynthesizesthesediscussionsandrecommendsthatresourcesforshipbuilding?rmscanbeclassi?edintofourcategories:tangibleassets,intangibleassets,managementcapabilities,andtechnologycapabilities;andanalyzestheresourcesformajorshipbuildingn

30、ationsasfollows:TangibleassetsPhysicalassets.TaiwansCSBCwasthe6thlargestshipbuilding?rmintheworldfrom1990to1998;oftheothertop10shipyards,sixbelongtoJapan,andthreeareSouthKoreanshipyards;implyingthattheshipbuildingscaleofJapanandSouthKoreaisverylarge.Ontheotherhand,thereareonlyafewnationswith1,000,00

31、0DWTofdrydock,e.g.theRESAshipyardsinSpain,Harland&WolffshipyardintheUK,HyundaiHeavyIndustryandDaewooHeavyIndustryinSouthKorea,andCSBCinTaiwan.TaiwanmustutilizeitscompetitiveadvantageofsuchphysicalassetstoacquireVLCC/ULCCandverylargecontainerorders.Verticalintegration.Thetotalcostforbuildingshipscanb

32、edividedintodirectmaterialcost,directlaborcost,andmanufacturingexpense.Thecostofdirectmaterialsshares54%ofthetotalshipbuildingcostasshownintable2.Table2.CoststructureforTaiwansshipbuilding(unit%).Item19961997199819992000AverageDirectmaterial51.1353.7055.9956.9453.4554.24:Directlabor25.0624.6015.7713

33、.5415.4118.87Manufacturingexpense23.8121.7028.2429.5231.1426.89Total100100100100100100Directmaterialcostisoneofthekeyfactorsinincreasingcompetitivenessforcontractquotesintheworldshipbuildingmarket,andthedirectmaterialcostcompetitiveadvantageconcernstheverticalintegrationdegreeofupstreammaterialsuppl

34、iersforshipbuilders.Iftheverticalintegrationdegreeofupstreammaterialsuppliersishigher,themarineequipmentmarketcouldbeself-sufficientandthematerialtransportationcostswillbelowered.TheshipbuildersinJapanandSouthKoreaoperatewithinagroup.Thosegroupsaredividedtoshipbuilding,heavymachinery,andelectronicsd

35、ivisions,andcanmanufacturemarineequipmentbythemselves.ThereforetheirmaterialcostsarelowerthanthatofTaiwanbyabout10-15%.Forinstance,forfour1200TEUcontainervessels,boththeAcategory(MainDieselEngine)andBcategory(auxiliarymachinery)parts,whichtake70%ofthecostofdirectmaterials,needtobeimportedduetothefac

36、tthatnodomesticsupplieriswillingtomanufacturetheseproductsbecauseoftheeconomicscale.IntangibleassetsShip-ownersfocusonshipbuildingqualityanddeliveryduringcontractquotationnegotiation.CSBCinTaiwanhascarriedoutcompletequalitymanagementformanyyears.Atpresent,CSBChasalreadyacquiredISO-9001certi?cationfo

37、rqualitymanagementsystemsforshipbuildingbyLloydsRegisterofShippingintheUKandISO-9002certi?cationforqualitymanagementsystemsforshiprepairbyDetNorgkeVeritas.Duetothis,76%ofTaiwansordersareexportedtoDenmark,Greece,andSwitzerland,amongothers.ThisimpliesthatTaiwansshipbuildingqualityisaffirmedbyinternati

38、onalsocietyandforeignship-owners.Productqualityisthecompetitiveadvantageforhighmanufacturingcostnations.Generallyspeaking,theshipbuildingqualityofJapanisthebest,andthatofSouthKoreaandTaiwanareequivalent.Forthemostpart,allnationsareabletocontroltheirproductdeliveryinatimelymanner.Detailsofthiswillbed

39、iscussedinnextsection.ManagementcapabilityProductionmanagementcapability.Productionmanagementcapabilityforshipbuildingcanbeevaluatedbyscheduling,resourceallocation,manpowerleveling,andcostcontrol.Regardingscheduling,Japanrequires11-12months,SouthKorea12-13months,China18-20months21,andTaiwan11-13mont

40、hsfromthetimeacontractissignedtothelaunchingofavessel.ThereasonthatTaiwanpossessesthiscompetitiveadvantageisduetoproduction-orienteddesignandmodularproductionasfollows:Production-orienteddesign.Production-orienteddesignmeansthatthedesigndepartmentcannegotiateeffectivelywiththefactoryduringthedesigns

41、tagetocomplywiththerequirementsofthecontractandspeci?cations.Theactionplanofproduction-orienteddesignforCSBCisasfollows:(1) Thecon?rmationofproductionstrategy:Thedesigndepartmentnegotiateswiththefactorythestrategyforexecutingproduction,e.g.thegeneralarrangementandcabinplantobeconsidered,tomakethewor

42、kconvenientforshop.(2) Thecon?rmationofproductionfactors:Intheearlydesignstage,itisnecessarytocon?rmandbecarefulofthefactorsthatcanpromoteproductivity,e.g.workquantity,effciency,redundantwork,auxiliarywork,facility,environment,soastopreventunnecessaryrework.(3) Therecommendationofabasicindexforprodu

43、ction:Abasicindexforproductionisusedtoevaluateeffciencyduringthebuildingprocess.Theitemsofabasicindexinclude:constructionweight,pipeandcablepiecesandlengths,etc.Theindexisalsousedbytheshoptoarrangetheworktobedone.Modularproductionmethod.Thetraditionalproductionmethodbeginsfromlayingthekeelandinstall

44、ationofinternalequipmentandsystem,and?nishout?ttingworkafterthelaunch.Itisnotthemosteffcientmethodduetoanextendeddrydockperiod.CSBCcarriesoutmodularproductioninordertoreduceitscycletime.Modularproductionmeansthattheout?ttingmaterialisinstalledintheblockattheassemblyshop,withtheblockthenbeinghungbycr

45、ane,sothatworkersinallareascanworksimultaneously.Forinstance,whenanout?ttingworker,e.g.electricalwork,benchwork,pipingwork,installationofequipmentandsystemsisworkingononeblock,thesmithingandweldingcanbedoneonthenextblock.Otheradvantagesformodularproductionare:(1) Themainsystem,suchasthedieselengine,

46、canbeinstalledintoacompleteblockinsteadofinstallingitonboardthroughanopeninginthedeck.(2) Thecomplicatedpipelineworkcanbeinstalledfromthetop,side,andfront,insteadofinstallingitonboardonlyfromonedirection.(3) Buildingeachblockonthegroundiseasierthanbuildingitinthedock,andhelpsreduceman-hoursandrework

47、,shorteningcycletime,andreducingproductioncosts.Marketingmanagementcapability.Intermsofproduct,Japansshipbuildingqualityisthebestintheworld,withSouthKoreaandTaiwansqualityasreportedbefore.Regardingthecharacteristicsandtypeofproduct,Japansmainproductsarehighvalue-addedshipandgeneralship;therefore,Jap

48、anisthemostcompetitiveintermsofadvantages.Asforprice,SouthKoreahasmaintainedcontrolofpricingduringtherecentexpansionphasesothatpricesremainlow8,andtheothershipbuildingnationsarethepricefollower.Asforpromotion,JapanandSouthKoreahaveestablished?eldofficesorsendtheirmarketersoverseasextensively,togathe

49、rcustomerinformationatthesource.Atpresent,Taiwanacquiresordersmainlythroughbrokers,however,establishingasystemtoinvestigatetherelationshipbetweenthebrokerandthecustomerislacking.Besides,estimatingandbiddingisanimportantprocessduringthecontractquotationperiod,whichshouldrepresentthewisdomofaninterdis

50、ciplinaryshipbuildingteamconsistingofthedesigndepartment,theproductioncontroldepartment,theaccountingdepartment,andothers22.Forinstance,previously,thelaborcostestimateforbuildinganewshipatCSBCwassimplycalculatedasafunctionofhullsteelweight.However,theremightbeanenormousdeviationbetweentheactuallabor

51、costandtheestimatedlaborcostsuchaswiththecontainervesselNo.101builtforaGermanship-owner,inwhichtheactuallaborcostwasabouttwiceasmuchastheestimatedlaborcostandcausedagreatlossinitsconstruction.Inordertosolvethisproblem,Chou&Changusedregressionmethodtodevelopalaborcostestimationmodelfor?vetypesofships

52、,andthismodelcanbeadoptedforestimationandquotationactivitiesinparticular23.Humanresourcesmanagementcapability.Japanisanadvancedindustrializednationwithacompletelydevelopedengineeringandtechnologicaleducationsystem.TheSouthKoreangovernmentregardsshipbuildingasakeyindustry;therefore,governmentand?rmse

53、mphasizeandfostertalent.ThereisacompleteengineeringandtechnologicaleducationsystemofshipbuildinginTaiwan,e.g.theInstituteandDepartmentofNavalArchitectureatNationalTaiwanUniversity,NationalTaiwanOceanUniversity,andothers.Inaddition,Taiwanshipbuildinghasacquiredprofessionalandabundanthumanresourcesthr

54、oughdevelopmentandconstructionofmerchantandnavalships.Particularly,Taiwanshipbuildingsweldingskillshavewonworldcompetitions.Informationmanagementcapability.Recently,duetotherapiddevelopmentoftheinformationindustry,softwaretrendsgraduallytointegrationandthree-dimensioncomputeraddeddesignapplicationan

55、dbecomingaimportantresourceinpromotingproductivityforshipbuilder.Thesevenmajorshipbuilding?rmsinJapanhavedevelopedCAD/CAMbythemselves.Recently,duetosevereshipbuildingcompetition,theJapanesegovernmentintegratedsevenmajorshipbuilding?rmswhohaveleadinthedevelopmentofcomputerintegratedmanufacturing(CIM)

56、overthepast10years(1993-2002)inordertomaintainitsleadingstatusinshipbuilding.AsforSouthKorea,itsgovernmentintegratedresearchinstitutionsandshipbuilderstoputa14-year(1988-2001)CAD/CAMschemeintoactiontopromoteproductivityandtoreducethede?citwithJapan.In1986,CSBCestablishedaCAD/CAMsystemforhullactivity

57、,out?ttingactivity,basicdesign,etc.Inthefuture,itwilldevelopaCIMsystemsoastoachievethetargetofpromotingcompetitiveness.Generalmanagementcapability.Generalspeaking,thetopmanagementofCSBChavethetendencytomanageproblemsfromanengineeringpointofview.Mostofthemlackthecapabilitytoforecastandpredictmarketdy

58、namics.Forinstance,inacquiringordersforPanamaxB/C,themarketpricewas$3600to$2650from1991to1994.However,whenCSBCdecidedtoproducethisproduct,themarketpricedecreasedsharply,makingitimpossibleforCSBCtogetanyordersfortheproductsincetherewouldbenopro?t.Decisionmakingoftopmanagementisalsopoor.Forinstance,in1991,TaiwansnavywishedtoacquiresixLafayetteclassfrigatesfromCSBCviaatechnologytransferfromFrance.AfterCSBCandTaiwansnavysignedthedraftagreementforconstruction,CSBCforwardedthecommentstoTaiwansnavystatingthatthedraftagr