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研究生: 李日新
LEE, JIH-HSING
論文名稱: 臺灣動力電池後段生產設備之產業分析
Industrial Opportunities in Taiwan's Power Battery Formation Production Equipment
指導教授: 王孔政
Kung-Jeng Wang
鄧福宸
Fu-chen Teng
口試委員: 曹譽鐘
Yu-Chung Tsao
學位類別: 碩士
Master
系所名稱: 工程學院 - 高階科技研發碩士學位學程
Executive Master of Research and Development
論文出版年: 2022
畢業學年度: 110
語文別: 中文
論文頁數: 100
中文關鍵詞: 鋰離子電池電池後段設備生產自動化五力分析
外文關鍵詞: Lithium-ion battery, Battery formation equipment, Production automation, Five forces analysis
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自2008 Tesla生產第一輛電動車以來,電動車每年快速成長。2020年BEV及PHEV銷售量,相比2019年成長42%,2021年的成長幅度更加來到108%。電動車發展已是不可逆的趨勢。而電池成本佔據BEV整車成本30%,全球正在加速擴大動力電池的生產量,以滿足未來電動車產業需求。因為市場規模的因素,臺灣在動力電池產業規模不如中國及歐美地區。但是,臺灣有許多經驗豐富的設備廠家有能力提供生產設備給全球鋰離子電池的生產業者。對於動力鋰電池生產製程觀察,臺灣的設備業者可以利用後段生產設備快速切入鋰電池設備市場。本研究分析全球動力鋰電池的市場趨勢,以及中國、日本及韓國競爭對手資訊。探討臺灣設備業者如何運用聯盟的方式,在現有的優勢與策略在動力電池後段設備產業競爭。首先,整理全球各主要經濟體對於動力鋰電池的發展方向與計劃,也初步介紹鋰離子電池生產製程,並著重在後段生產設備探討,分析後段生產設備市場主要供應商的情況。分析鋰電池後段設備各項技術需求,以及適合參與聯盟的臺灣產業。利用PEST分析外部總理環境,再經由適合個體經濟的五力分析、SWOT分析及策略矩陣分析,為臺灣設備商分析優勢及威脅,以找出因應策略。最後,提出聯盟架構及運作方式,期待能集中臺灣企業力量。本研究結果認為,動力鋰電池市場成長趨勢明確,可以切入適合的地區及電池類型,採取聯盟策略可以加速投入市場及分擔風險,研究結果有助於相關設備業者前期分析及參考。


Electric vehicles have grown rapidly every year since Tesla produced its first electric car in 2008. In 2020, the sales volume of BEVs and PHEVs increased by 42% compared with 2019, and the growth rate reached 108% in 2021. The development of electric vehicles is an irreversible trend. The cost of batteries accounts for 30% of the whole vehicle. The world is accelerating the expansion of power batteries production to meet the needs of the electric vehicle industry in the future. Because of the market size, Taiwan's battery industry is not as large as China, Europe and the United States. However, there are many experienced equipment suppliers in Taiwan capable to provide production equipment to global lithium-ion battery makers. Regarding the observation of the production process of lithium batteries, Taiwanese equipment manufacturers can quickly enter the lithium battery equipment market by formation process equipment. This research analyzes the market trends of the global power lithium battery, as well as competitor information in China, Japan and South Korea. Discuss how equipment manufacturers in Taiwan using alliances to compete in the battery formation equipment industry with their existing advantages and strategies. First of all, collected the development direction and plans of the world's major economies for lithium batteries. The production process of lithium-ion batteries is also introduced, and focus on the discussion of the formation production equipment. This research also analyzes the main suppliers of the formation production equipment market. Discuss equipment manufacturers in Taiwan how to use alliances to compete in the battery formation equipment industry with their existing advantages and strategies. Use PEST to analyze the external prime minister environment. Then through the five forces analysis, SWOT and TOWS analyze the advantages and threats for Taiwan equipment manufacturers to find out the strategy. Finally, the alliance structure and operation method are proposed. Looking forward to concentrating the power of Taiwanese enterprises. The results of this research believe that the growth trend of the lithium battery market is clear, and it can be cut into suitable regions and battery types. Adopting an alliance strategy can accelerate the market entry and share risks. The research results are helpful for related equipment manufacturers.

摘 要 I ABSTRACT II 誌 謝 III 表目錄 VII 圖目錄 VIII 第一章 緒論 1 1.1 研究背景與動機 1 1.2 研究目的 2 1.3 研究範疇與限制 3 1.4 研究流程與論文架構 4 第二章 文獻探討 7 2.1 產業與競爭力分析 7 2.1.1 產業定義與結構分析 7 2.1.2 競爭力之五力分析 8 2.2 競爭策略 9 2.2.1 策略管理 10 2.2.2 策略分析工具 10 2.2.3 市場區隔 12 2.3 策略聯盟 13 2.3.1 策略聯盟定義 13 2.3.2 策略聯盟成功關鍵要素 14 2.4 小結 14 第三章 動力鋰電池後段設備產業 16 3.1 全球動力電池發展現況 16 3.1.1 新冠疫情之下,電動車表現強勢 16 3.1.2 動力鋰電池全球市場現況 19 3.2 動力鋰電池種類及製程 21 3.2.1 動力鋰電池的種類 22 3.2.2 動力鋰電池製程 24 3.3 動力鋰電池後段設備產業現況 27 3.3.1 中國相關廠商 28 3.3.2 日本及韓國相關廠商 30 3.4 小結 32 第四章 臺灣設備產業分析 33 4.1 臺灣相關產業需求與機會 33 4.1.1 動力離電池設備技術需求 33 4.1.2 臺灣相關產業觀察及聯盟機會 36 4.2 外部環境分析 38 4.2.1 政治環境 38 4.2.2 經濟環境 40 4.2.3 社會環境 42 4.2.4 技術環境 43 4.2.5 PEST總結 45 4.3 五力分析 45 4.3.1 產業內競爭 46 4.3.2 新進入者的威脅 49 4.3.3 替代品威脅 51 4.3.4 購買者的議價能力 52 4.3.5 供應商的議價能力 53 4.3.6 五力分析總結 54 4.4 SWOT 分析 55 4.4.1 優勢分析 56 4.4.2 劣勢分析 57 4.4.3 機會分析 58 4.4.4 威脅分析 60 4.4.5 SWOT分析結果 61 4.5 策略矩陣分析(TOWS分析) 61 4.5.1 SO策略(優勢與機會) 62 4.5.2 WO策略(劣勢與機會) 62 4.5.3 ST策略(優勢與威脅) 63 4.5.4 WT策略(威脅與劣勢) 64 4.5.5 策略矩陣分析結果 65 4.6 聯盟策略 66 4.6.1 聯盟架構 66 4.6.2 聯盟運作規劃 70 4.6.3 目標產品及市場 72 4.6.4 聯盟成功要素建議 78 4.7 小結 81 第五章 結論與建議 83 5.1 結論 83 5.2 建議 84 參考文獻 86

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