Improving post-merger competitive advantage through business process reengineering

[[abstract]]在國際化及全球化的趨勢下，企業面臨的競爭益形激烈，欲維持競爭優勢的方法就是提昇企業競爭力，而最快速的成長策略就是進行企業併購。企業透過併購活動（Merger & Acquisition，M& A），可以快速取得新技術能力和新市場，使公司能做上、下游垂直整合以及擴大經營規模，或是做水平整合多角化經營，以達到企業價值的提昇。 本研究採深度訪談法及個案研究方法，並對相關文獻探討之整合研究發現如下：藉由產業競爭之五力分析與SWOT分析，確認企業策略的核心目的，為提高顧客之服務品質並與客戶建立夥伴關係，建立良好的互信基礎；透過企業併購強化產品整合能力，以流程再造達到少量多樣的彈性生產模式，迅速回應客戶需求。 個案企業之併購策略為垂直併購以進行產業間上、下游整合，之目的不外乎創造出企業價值鏈的「完整性」，而進行企業流程再造工程時，則是用來思考並檢視該企業所創造出價值鏈的「合理性」。併購與流程的整合完成產業間供應鏈，以強化企業整體競爭力。 本研究根據個案公司的研究整理提出以下建議，供傳統產業執行實務的改革方向。（一）貼近客戶端思考。（二）併購及流程再造的時機掌握與整合。（三）併購結合流程再造可降低併購後組織間的不適應、不協調與抗拒現象。（四）藉由併購與流程的整合進而提昇企業整體研發環境。[[abstract]]With rapid emergency of China and other Southeastern countries industry structure and markets in Taiwan change dramatically during a short period of time Many firms shifted their production facilities to China or other Southeastern countries For manufacturers in the traditional sectors such as golf club makers low cost may not be the deciding competitive factor Manufacturers in Taiwan may use M&A and reengineering to maintain and enhance their competitive advantages This strategy has been successful so far for the best-practice case company The approach of this paper employed in-depth interview questionnaire combined with secondary data to validate and state a comprehensive strategy formulation process which is guided by three sections: case study to show the importance of strategic logic/map between acquiring firm and acquired firm business process reengineering initiative and future managerial implication The integrated approach includes Porter’s five force approach to balance a portfolio of competitive advantage stemming from industry competition strength weakness opportunity and threat (SWOT) analysis That is a strategic business process reengineering perspective can be applied in successful merger & acquisition (M&A) practic