earticle

영어

This paper summarizes the global spatial strategy of major wind turbine makers in terms of the current geographical distribution of wind turbines and recently mentioned wind farm projects in the official news of company websites. Chinese company Goldwind and American Company GE Renewable Energy was compared with European leaders such as Vestas and Siemens Gamesa due to high dependency on domestic markets of the former companies according to the track records. Although more than 90% of cumulative wind power capacity is onshore, the demand for offshore wind turbines is increasing. While Siemens Gamesa being the leader of offshore wind turbine makers with a licensing agreement with a local Chinese company, Vestas collaborated with Mitsubishi Heavy Industries to make a synergy. On the other hand, GE acquired French power businesses to compete with them. To expand the discussion to upstream and downstream of wind turbine industry, a global supply chain in case of Taiwan offshore wind farms was demonstrated. It was characterized by capital-intensive Western developers and cutting-edge turbine makers from Germany, Japan, etc. with components of turbines provided by Taiwanese and South Korean companies. On the contrary, some examples of challengers in the industry was provided in terms of their spatial strategy. From the wind farm projects in Kosovo and Belarus, the role of international organizations such as European Union and United Nations in the industry was also illustrated.

한국어

전 세계에 이미 설치된 육상 풍력발전기의 지리적 분포를 주요 제조업체별로 비교하는 한편, 업체 홈페이 지에서 새롭게 발표하는 주요 사업들의 지리적 분포도 분석하였다. 또 해상발전기 제조업에서 경쟁력을 확보하기 위해 발전기 제조업체들이 취한 공간전략들을 비교한다. 더 나아가 대만 해상의 풍력발전소 건설사업을 통해 풍력 발전기 제조업 상류와 하류의 공급사슬을 살펴보며, 사슬에 개입하는 주체들의 지리적 특징을 밝혔다. 그 밖에도 선 도기업들을 추격하는 인도와 중국업체의 상반된 운명을 다루었고, 국내 발전기 제조업체들의 공간전략을 선도기업 들과 비교하였다. 끝으로 벨라루스와 코소보의 예시를 통해 풍력발전산업에서 국제기구의 역할을 예시하였다.