半導體封測產業西進策略之探討–以A公司為例none

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题名:	半導體封測產業西進策略之探討–以A公司為例none
作者:	吳成正;Cheng-cheng Wu
贡献者:	管理學院高階主管企管碩士班
关键词:	西進之進入模式;merge;joint venture;the model of entering China market;Break through China market
日期:	2010-06-15
上传时间:	2010-12-08 14:59:22 (UTC+8)
出版者:	國立中央大學
摘要:	本研究所選擇的產業，為半導體封裝測試業，台灣業者憑著先進的研發能力、穩定的品質水準，與嚴格的生產成本控制，目前在全球封測領域早已超越歐、美及日本等先進國家，居於世界的領導地位。然而，在2008年金融海嘯發生後，整體半導體封裝測試產業發展遲滯衰退，無論是IDM或是SATS等封測廠均面臨極大的經營壓力，各方無不苦思為生存解套的方法。台灣業者憑藉著在半導體產業的群聚效應及供應鏈優勢地位，及成功進入國際市場的模式與經驗，是否也能在中國大陸這個全球成長最迅速的新興電子產品消費市場再創佳績呢，值得深入探討。本研究以Porter（1990）於「國家競爭優勢」一書中所提出之鑽石理論模型做為理論基礎，針對台灣半導體封測產業的特性，蒐集相關資料文獻、再以個案公司A集團在封測產業方面的競爭優勢分析，及全球化的運作模式與資源，進而來驗證並探討何種西進之進入模式最為成功，且最適合台灣封測產業廠商。本研究結果一方面可提供台灣封測產業廠商，做為未來進行西進佈局之參考，另一方面也有助於其他新興產業，就企業本身所需具備的條件，先行規劃與制定未來西進策略。總括而言，本研究的目的為：1. 針對封測產業特性，探討企業西進的動機、與市場的選擇及進入的模式。2. 接著以個案A公司的實際運作為例來評估與建議，應進入那些市場，及何種進入策略最為成功，且最適合封測產業。本研究歸納結論發現個案A公司，為取得最佳機會成本，以達成功進入的目標，選擇針對不同的封測製程技術領域採取差異化的進入模式：(1) 針對政策開放前先以低階封測製程進行『卡位』。(2) 『併購』現有由IDM分割出的封測廠或合併以海外自有資金成立的友好關係企業。(3) 與國外IDM廠『策略聯盟』合資成立封測廠，運用彼此優勢迅速搶佔大陸高階封測市場以達到雙贏的局面。A公司到目前為止已在中國大陸佔有一定的市場份額，由此可見，A公司的策略規劃與管理必有其可取之處，值得做為台灣業者今後進入中國大陸市場之學習典範。The semiconductor back-end industry includes the semiconductor testing and assembly process. This research paper selected the semiconductor back-end industry as the study object. The semiconductor back-end vendors in Taiwan are standing on the global leading position of the industry with the advanced research capability, stable quality, and strict production cost control capability. Based on the current advantages such as semiconductor clustering effect and supply chain management strength, it is worthy to discuss whether Taiwanese semiconductor back-end vendors can also succeed in the China market which is the fastest growing electronics consumer market in the world. The research is based on the diamond theory model from the book of Porter (1990) “The Competitive Advantage of Nations”. The paper is to verify and discuss which strategy is the most successful model to break through the China market for Taiwanese semiconductor back-end vendors. In order to find out the best model, the following subjects were discussed, the characteristic of Taiwanese semiconductor back-end industry, the related dissertations and study papers, and the case study of company A by the aspect of company A competitive advantage analysis, company A global operation model and global resources. The study can be the strategy selection reference for Taiwanese semiconductor back-end vendors to move forward to China market. It can also help other growing industries to build up their strategy for breaking through China market according to their own capability in the future. The purpose of the study is as following, 1. Discussion of the motivation of moving forward to China market, the market selection and the business model of entering China market by focusing on the characteristics of semiconductor back-end industry. 2. Actual practice of company A as the example to evaluate and suggest which market and which strategy are the most successful and suitable for semiconductor back-end industry. According to the conclusion of the study of company A, in order to successfully enter the China market, company A selected the different entering models for different technologies to reduce the risk of failure. It adopted 3 kinds of entering models, 1. Implemented the low end testing and package technology products in China to occupy the market share before Taiwanese government announce the green light policy for back-end semiconductor technology release to China. 2. Merged the IDM manufacturing plants in China, or merge the small partner company which is overseas booked from company A’s own capital. 3. Joint venture with the international IDM to set up high technology testing and assembly house. By utilizing the strength of both parties, it can quickly occupy the market share of high technology semiconductor back-end industry in China to get the win-win situation with IDM customers. Although the merge or joint venture take time and cost to eliminate the different opinion between both parties, it can reduce the time, difficulties, and risks of company A to enter China market. Company A already occupied steady amount of market share in China. From the achievement of company A, its strategy and management is successful and is the benchmark and learning example for Taiwanese vendors to break through China market.
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