未來大陸水泥市場可能形成三大板塊。一是大陸本地企業，以大型水泥企業
為主導，結合各地中小型水泥企業，仍將是大陸水泥業的生產與市場主力。二是
台資企業。在大陸投資佈局、發展的台灣水泥企業，發展迅速，將成為大陸新的
水泥生產經銷集團。三是外資企業如全球第一大水泥集團——法國拉法基集團
（LAFARGE）、全球第二大水泥集團——瑞士HOLCIM集團、日本最大的水泥公司
太平洋水泥公司等在大陸也都有大規模長期投資發展計劃。
在此台灣主要水泥企業紛紛前往大陸尋求投資合作之際，本研究以國內有意
投資大陸水泥產業的廠商為研究對象，首先對海外投資相關論述及大陸水泥產業
投資環境作文獻探討，以瞭解理論文獻與本研究之關聯性，歸納整理出台資投資
大陸水泥產業的決策指標架構。接著以層級分析法作為研究方法來設計問卷，對
國內水泥產業界專家進行問卷訪談調查。然後藉由層級分析軟體對回收問卷作研
究分析，求得結果發現，主要上半部決策指標優先順序為：
1 大陸水泥產業市場需求。
2 政府產業發展政策。
3 物流條件的競爭策略。
4 大陸水泥產業台資發展政策。
5 區域性佈署的競爭策略。
6 大陸水泥產業供給能力。
7 配合產業結構調整的競爭策略。
同時亦求得投資大陸水泥產業決策指標的綜合優先序和權重關係如(表 27
各要素之綜合優先順序)所示。
本研究目的在探討台資投資大陸水泥產業決策指標評估模式之建構，期望以
上兩點結論能提供台資有意從事大陸水泥產業投資活動時，分別可參考運用於正
確發展投資可行方案及選擇投資決策方案，以利台資企業規劃長期投資發展的優
先序，穩步建立在大陸投資佈局與發展。

The future cement market of China could be shaping into three major
segments. The first is the domestically funded firms led by large cement
companies allying with small and medium cement enterprises scattered across
the nation, which still would be primary force of Chinese cement market as well
as in production. The second is Taiwanese enterprises. Taiwanese
investors are aggressive setting up operation in China and have tremendous
potential becoming major production and distribution force in mainland.
Finally, foreign investments having long term investment plans such French
LAFARGE group (the largest cement group in the world), Switzerland Holcim
Group (second largest in the world) and the largest Japanese producer Pacific
Group are also playing an increasing important role in China.
In recent years, more and more of Taiwan's cement enterprises have swarm to
mainland seeking for better investment opportunities and in such, this thesis is
based on potential Taiwanese cement investor transferring investment to
China as research targets to examine and study mainland cement market as
well as its investment environment to further comprehend and summarize
Taiwanese entrepreneurs’ decision making factors. Next step is to use
“Analytic Hierarchy Process” as research approach to design questionnaire
conducting further questionnaire researches to all Taiwan cement professions.
“Analytic Hierarchy Process” will be employed to analyze these feed backs,
and we will discover that the decision making measures as follow for Part I:
1) Chinese cement market demand;
2) Government policy in respect to cement industry in China;
3) Competitive strategy on logistics environment;
4) Government policy for Taiwanese cement investors’ development in China;
5) Competitive strategy of regional allocation;
6) Mainland China cement supply capacity;
7) Competitive strategy responding to cement industry structural promotion.
In the meantime, Chinese cement producers’ investment decision making
measures also have been obtained as shown accordingly to each measure’s
weighted index (as table 27).
This study is to construct Taiwanese cement investors’ decision making
III
models, processes and evaluations in respect to their investments to China;
and hopefully the above two analysis conclusions could provide valuable,
helpful reference to Taiwanese manufacturers in order to properly establish
investment plans and make correct decisions when investing in China
maximizing the investments in longer run.

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