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15 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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Strategic Thinking for Taiwan’s

Next Generation Industry Development





T.C Tu

General Director

Industrial Economics & Knowledge Center, ITRI


August 3, 2006

Background


Bottlenecks encountered in Taiwan’s industrial development



Discord persists among the business community,


government, academics and research institutes in regard to


directions and strategies



Take advices from the industrial think tanks



Ten
-
year visions decide today’s strategies



8
-
2

8
-
3

Idea and Consensus of A Balanced Economy

Social Justice

Economic Growth

Weak

Strong

Strong

Low

High

2015

Sustainable

Environment

Weak

Q1: Do we want an equilateral rectangle or optimum asymmetry?

Q2: Sustainable environment


Q畡汩瑹 li晥f

8
-
4

What could we possibly be?

Innovator of


Soft Economy

Value Initiator and
Champion

Pioneer of

New Lift Style

Hub of

International

Network

8
-
5

Ideal Positions for Today vs. 2015:


International Value Chain

0
50
100
A3
A2
A1
0
B1
B2
B3
今日台灣
明日台灣
0
10
20
30
40
50
60
-6
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
Moving Toward Global

resource integration

Respondents to Positioning Displacement


Taiwan Today

Taiwan 2015


(A). Development key technologies vs (B). Integrating global resources

(A). Developing key technologies vs

(B). integrating global resources

8
-
6

Ideal Positioning for Today vs. 2015:

Industry Driver

0
50
100
150
A3
A2
A1
0
B1
B2
B3
今日台灣
明日台灣
0
10
20
30
40
50
-6
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
Moving toward Soft
Economy

Respondents to Positioning Displacement

Taiwan Today

Taiwan 2015

(A). Knowledgeable services vs (B). Physical product
Manufacturing

(A). Knowledgeable services vs (B). Physical product Manufacturing

8
-
7

Ideal Positioning for Today vs. 2015:

Innovation Trigger

0
20
40
60
80
100
120
140
160
A3
A2
A1
0
B1
B2
B3
今日台灣
明日台灣
0
20
40
60
80
-6
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
Moving toward Global


Market Initiation

(A). Initiated by global market vs (B). Triggered by domestic Demand

Today’s Taiwan

Tomorrow’s
Taiwan

Respondents to Positioning Displacement


Taiwan Today

Taiwan 2015

(A). Initiated by global market vs (B). Triggered by
domestic Demand

8
-
8


Prerequisites to realize vision

1.
Moderate cross
-
Strait relationship

2.
Real
-
time responsive policy

3.
Technology R&D talents

4.
People with commanding foreign languages
and with international perspective

5.
Good ICT infrastructure


Characteristics required by future Industries

1.
Improved international competitiveness

2.
High value
-
added

3.
Developing unique technology

4.
Helping improving living qualify

5.
Escalating a nation’s development and status in
its region


Source:

IEK survey result of
Taiwan’s top 500
MFG firms, top 500
service firms and
500 social opinion
leaders, in July
2006. Respondent
rate was about 23%.



8
-
9

Aspect 5

Increasing
Taiwan
businesses’
overseas
investment
and their
links to
domestic
industries

Aspect 8

Consolidating
nation’s
innovation
system

Aspect 4

Developing
applications
enriched with
local
ingredients

Aspect 3

Developing
strategies for
regional
repositioning

Aspect 2

Restructuring
Industrial
value chain


Aspect 1

Optimizing and
balancing
industry’s
portfolio

Aspect 6

Instituting
mechanisms
for
establishing
high
-
quality
industries
and for
competing for
resources

Aspect 7

Developing and
utilizing high
quality
manpower

Industry Restructuring

Market expansion

and creation

Fundamental

elements

enhancement

Eight Strategic Aspects for Taiwan’s Industrial
Development Over The Next Ten Years

8
-
10

Constructing Clusters of Next Generation Industry

from a Technological Integration Perspective

Smart

Materials

Information

Technology

Genetic

Manipulation

Process

Functions

Organism

Conception

Nano
-
technology

Material applications

Artificial
Intelligent


System

Biomedical materials

Sources: RAND, Taiwan 2015 Industrial Development and Technology Integration Project

Biomimetics

Biomechatronics

Integrated

Microsystems

Body

8
-
11

Constructing Clusters of Next Generation Industry

from a Perspective of Resource Effectiveness

Renewing products and
business concepts

Modern process and production

technologies in business applications

Environment and energy

Sustainable and eco
-
efficient solutions

Health and well
-
being

Human approach, quality and

productivity in health care

Services

Quality and productivity

New service businesses

Security and safety

Security at work and in systems

Information security

Work and leisure

Productive, creative and

motivating

Enjoyment and experiences

in leisure


ICT

Mobility

Broadband communications

Software
-
intensive products and
systems


Knowledge and content
management

Test environments for
new

services

&
applications
...


Biotechnology

Systems biology

Bioprocess technology

Combining biosciences with ICT

Nanotechnology

Innovative nano
-
structured materials

New structures for nano
-
electronics

Nano
-
sensors and actuators

Materials technology

Interdependencies between

properties, structures and production

Surface phenomena

Materials design

Application Focus

Technology Focus

Business

Competence

&

Development

8
-
12

Analysis and Implication of Balancing Portfolio of

Industrial Technology

Dangerous
area

Sideline or
hedge

Insignificance

Niche market for private enterprise

Gold Mine

Sprinting opportunity for private enterprise

Pitfall

Resource reallocation

Treasury

Focus of governmental resources

Importance

Important(++)

Unimportant(
-
)

Risk

Low (++)

High (
-
)

8
-
13

Reviewing Opportunities for Development of
Technology Industry with Globalization Thinking

Given quick circulation of technology information and most
production factors, global key technology industries such as
information, semi
-
conductor, automobile and bio
-
technology ones are
making vertical collaboration and horizontal integration according to
their value chains. No single country may resist this trend.

In response to threats from newly developing countries with
advantages of low
-
cost production, Taiwanese businesses best
strategy is to go localization, control resources, and block potential
competitors from leveraging international resources. This strategy is
best evidenced by Taiwanese laptop PC manufacturers in China who
have stopped China from establishing the industry of its own.

Taking advantages of global resources and international markets, the
Netherlands has been envied to have world
-
class conglomerates like
Shell, Philips, ING and Unilever, to name a few

8
-
14

Selecting Strategic Sectors for

Next Generation Technology Industry

The technology industry has over the past five years witnessed great change in its
structure. Such changes bring both challenges and opportunities:



Profit margins minimized in manufacturing, as shown in laptop PC and


motherboard manufacturers.



Disruptive technologies, such as bio
-
technology and wireless


communications, are creating new opportunities.



Knowledge
-
enabled service, such as the application of RFID on logistics


industry, is emerging.



The emergence of innovative business models driven by intellectual


capital has made intellectual resource planning even more important.


Semiconductor and panel display industries have become the cornerstone
of Taiwan’s industry. As entry barrier for international competition is getting
higher, production equipment and materials will become the key to
continuous development.

The timing for development and economic spillover effects of alternative
energy such as photovoltaics, and basic integrated applications such as
robots, may be more important than those of biotechnology and digital
contents.

8
-
15

Service and Manufacturing Industries As Twin Engines

With infusion of ICT and biosensor technologies, the medical equipment
industry can further develop home and mobile healthcare products. This
will not only improve domestic healthcare quality but also lower waste of
resources in national health insurance system. Furthermore, it will help
ICT industry to move toward higher value
-
added.

Integrated communication service and application, such as digital home
technology, will serve Taiwan to benefit from designing, manufacturing
and high value services, ideal for the development of a quality
-
pursuing
society.

Over the past four decades, Taiwan has been unrivalled in low cost and
flexible manufacturing. If Taiwan is able to further develop professional
services for supply chain such as turnkey planning, warehousing and
logistics service, automatic production design and so on, it should enjoy
both better self sufficiency and promising profits.

Developed countries, without exception, place emphasis on tourism industry.
In addition to creativity in marketing and service, how to utilize technology to
add value has become a key successful factor nowadays. Integration of
tourism and traffic system with technology industrial resources is crucial to
future development.

8
-
16

Developing Taiwan as an InnoIsland

Innovation and creativity are the root of technology and industry
development. Government policy should be brought to strengthen
technology industry’s basic development, which may start from education
and technology development reforms.

By pronouncing to the world its determination to stress innovation and
creativity, Taiwan should be able to draw attention from world class
enterprises and research institutes, thus fostering international
cooperation to counter
-
balance the threat brought forth by Korea giant
enterprises and China’s cheap labors.

Taiwan can cooperate with international institutions to design a commonly
recognized indicator, for example, the National Index for Innovation And
Creativity, and Taiwan should aim to score the highest in Asia Pacific region
in 2016.

Encouraging independent thinking and creating heterogeneous exchange
environment are indeed the soil for innovation and creativity. Government
agencies and R&D institutes should set performance index, using it as a tool
to enhance multi
-
domain integration, and increase investment on relevant
resources for exploratory researches and studies.