台灣早期(約民國60～80年)鋼鐵產業因社會建設需求遽增而繁榮興起，近年來(約民國80～90年)因鋼鐵市場環境改變，產業遭遇經營問題而風華不再。
　　企業為求永續經營，鋼鐵產業需面對產業結構的變革進而轉型經營。如今，企業國際化潮流已明顯而普遍，台灣企業經營也面臨國際化問題，因此企業更需要轉型與國際化經營；藉由產業國際化經營管理，國際分工，來提升核心競爭力等優勢。
　有鑑於此，也因本人衷心對台灣鋼鐵產業的成長與發展之期待，故本研究目的，乃針對產業如何轉型改造與國際化經營，以增強核心競爭力；善用自身資源基礎與能力，做適宜的經營策略選擇，導引企業經營正確方向，達到未來企業全球化的經營目標願景。
　　本研究以台灣鋼鐵產業為研究對象－利用定量相關與迴歸分析方法，其功能即以產業發展之情境，應用學理觀點加以驗證。經由鋼鐵產業之經營現況與實務經驗，搭配業界高階經理人意見訪談，形成研究效度。結合國內外研究文獻之相關期刊及學者著作等論述，建立理論基礎，總合發展成管理模型，作為業界經營管理參考和建議。
　　根據本實證研究結果與發現，彙總整理出幾點要項，分述如下：
1. 台灣鋼鐵產業上游原料供應不足，中游軋鋼業需自外進口材料，造成生產過剩，下游加工業成本過高，競爭力弱。故台灣鋼鐵產業仍有建大煉鋼廠，生產原材料，供應中下游的空間，以補足需求缺口。
2. 在企業轉型與國際化的機制上；相對於，產業中下游之營運資金，人才培訓，技術傳承，產品研發（R & D）等條件嚴重不足，業界須多用心克服它，免造成營運管理上的障礙。
3. 因應世界環境變遷，國際化之經營，業界須加強培育國際化管理人才與善用台灣地理位置便捷條件，發展國際化核心競爭力。
4. 台灣鋼鐵產業有幾項核心優勢，例如：人力素質，生產技術與設備，上中下游產業結構週邊設施完整性等。業者應妥為規劃管理和善用前開諸項優勢，並選擇最佳的競爭策略，讓產業能脫胎換骨，以求發展，迎戰未來。

Most of the Taiwan’s Steel Industry had been growing 1971 to 1991, because of increasing demand from social construction. However, ( From 1991 to 2001) Taiwan’s steel market became weakness due to the change of industrial environment and no longer the development.
For business continual development, They need a revolution and transformation to the industrial structure. When international business environmental uncertain situation have influenced the steel market, the international cooperation is very important. Therefore, they want to emphasize on international management to promote core competition and improve Taiwan’s steel market.
The purpose of this study is to understand the relationship between business transformation and internationalization. Furthermore, how to use a right operation strategies and to get a right goal of global vision in future.
This object is an empirical study of Taiwan’s steel industry, using the principle of Canonical Correlation and Regressing analysis, which estimate the industrial development situation. Especially steel market practical operation and the enterprises top management (CEO) who offer opinions to get conclusion and to meet the scholar studies journal to forming a mold, and taking it to the business operation reference or suggestion.
Based on the approved analysis and after the examination, the study shows some conclusions as follows.
1. The upper stream of steel industry can not fully supply raw material to the middle stream customers. So it is necessary for the middle stream to import raw material such as steel billet and slab. But it also cause the steel products oversupply in the market and high cost to the end user. Thus, it provides some market space to build a blast furnace steel plant.
2. Taiwanese steel enterprises have difficulties in business transformation and Internationalization. It is essential for them to overcome such difficulties through good management in many places (like operational capital, human resource, etc.).
3. In order to cope with the change of environment, the steel industry needs to build a process for internationalization. Training and improvement of international business management man power and using the geography location to strengthen international competition is very important.
4. Taiwan’s steel industry have many core competitions, for example, human resource ability, production technology and equipment, and have a systemic structure, However, using it good for business management execution a right strategies make it to help development and face the challenge in the future.

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