|Abstract: ||台灣DRAM廠商快速地在2006年提高其市場佔有率，整體的產能市佔率可望突破20%，2006年已成為台灣DRAM廠在全球市場嶄露頭角的一年。但是目前我國DRAM廠商並無太多自主DRAM設計的先進技術和製程研發能力，技術來源在DRAM產業是否具有絕對的競爭力，及國內廠商是否能單純的透過技術移轉或策略聯盟來獲利，與未來能否永續經營活息息相關。國內DRAM廠商以優勢管理能力在製造成本控管上有優越的競爭力，為保持領先地位，未來在量產規模和微縮製程上仍需不斷投入資金，然而大量資金的投入其相對風險也增加，是否能經得起另一個衰退也是一隱憂。 |
;In 2006, Taiwan DRAM makers had prosperous harvest in globe market shares which are shapely growing up to around 20%. However, at the moment, Taiwan DRAM makers possess few own advanced-technologies and insufficient strengths or capabilities to develop full unit processes for absolute independence and surviving longer in globe’s cruel contests. How to turn back the situation and break the unfavorable environment getting more successful advantages to stand firmly under globalization trend? If via some key successful elements, like strategic alliance or technology transfer, it might become a good change to break the limitations. Currently, Taiwan DRAM makers own outstanding performances in reducing production costs and invest numerous capitals in enlarging capacities and high-speed shrinking the node to keep in world-leader status. Even so, it still brings other undetectable risks, like a giant recession cycle. It is a very big issue how to catch the boom cycle well in fast-change world.
The study generalizes and sums up the historic developments of DRAM industry, by collecting, reordering, adding analysis the concepts of strategic alliance and technology strategies to further discuss the future transforms of Taiwan DRAM industry against other international DRAM makers, Korea-Samsung, Hynix, Germany-Qimonda, USA-Micron, Japan-Elpida. Trying to figure out what advantages exist or disadvantages eliminate and discuss global issues with respect to technology transfer in DRAM technology. The future global business market will be addressed and critical development needs.
The study emphasizes technology strategies approach to market-driven development as well. Furthermore, via using these linkages and improved future management, upgraded production know-how and industrial efficiency practices as drivers of economic growth.
Many elements cause enterprises’ business to succeed or fail, they must be selected out and analyzed to improve enterprises’ benefits and future developed roadmaps. Among of those elements, the key point is how to adapt effective strategies to layout the success models and apply into DRAM business. Besides the understanding in DRAM’s characters, the study provides a good example Case “A” company as practices to verify how it survives through technology strategies and technology transfer in due to the enormous price pressure on volume commodity DRAM. “A” company’s technology transfer was done from Qimonda's Semiconductor 300 mm fab (SC300) in Dresden, Germany, whereas qualification was completed in a joint manner by both venture partners. Efficient start-up and ramp outlines the benefits of the fab cluster. Transfer at highest synchronization level on a matured technology platform was a key to the rapid success. Particularities of the technology transfer business process are highlighted in view of key criteria for process and product monitoring before and after transfer.