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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63885

    Title: 中國晶圓代工經營模式與競爭策略探討-以S公司為例
    Authors: 林正彬;Lin,Cheng-pin
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 專業晶片製造服務;整合元件製造;關鍵成功要因;foundry business;IDM integrated device manufacturer;key success factors
    Date: 2009-07-08
    Issue Date: 2014-05-08 15:35:28 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 晶片製造業的關鍵成功要因有三項:1. 尖端技術 2. 客戶服務 3. 生產效率。尖端技術的開發所費頗钜且風險甚高,對S公司是一個不小的負擔,最佳的策略是在初始這十年S公司應和雙雄保持半代到一代的差距。在客戶服務方面, 在有限的資源限制下,應整合相關的銷售、客服、研發、工廠營運、設備投資等資源與能力,來全力滿足整合元件製造公司的要求。在生產效率方面, 由於必需同時使用整合元件製造公司製程與自有製程分別替整合元件製造公司和IC設計公司生產,兩者之間的產能規劃、運用與管理是資源極大化的必要能力,故工廠營運管理人才是短期內一定要獲取的人力資源。
    在S公司之內部資源與能力分析中,運用SWOT分析,總結並擬定出S公司的戰略規劃,S公司應充分把握機會、回避威脅:1. R&D的跟隨策略:和雙雄保持半代到一代的差距;2.爭取利基市場:針對大陸市場規劃0.35微米以上製程產能, 同時回避晶圓雙雄的市場正面威脅,繞過雙雄的主力市場北美,投注主要心力於歐洲、日本與大陸,建立屬於S公司自身的市場競爭壁壘;3.強化價值鏈:訓練與培養工廠營運人才,建立“生產導向“的公司文化,提升良率和交期以提升晶片平均售價, 達成健康的財務結構與資產報酬率指標;4.結盟策略:利用差異化,把握整合元件製造公司提升外包比率的趨勢,建立與整合元件製造公司的戰略合作夥伴關係,接受整合元件製造公司使用其自有製程生產其產品,以產能換取定單、技術移轉及專利保護。
    ;There are three key success factors for pure-foundry business-- advanced technology, manufacturing efficiency, and customer service. Technology development is a high risk and expensive investment and it is a heavy burden for new-entry player likes Scompany. Thus, the best R&D strategy for Scompany is to keep half or one generation behind TSMC and UMC. The customer service strategy for Scompany should be integrating the sales, customer engineering, R&D, fab operation, and capital investment to meet IDMs’ needs. Due to manufacturing complexity in which Scompany has simultaneously to use IDMs’ and its own processes, in order to improve manufacturing efficiency, human resources for fab operation in Scompany must be enhanced urgently to deal with the more complicated operation scenarios.
    Through analyzing competitors’ SWOT analysis, there are four developing strategies for Scompany: First of all, to keep R&D technology development half or one generation behind TSMC and UMC. Secondly, to grab China niche market; Scompany should setup 0.35um and above capacities in order to meet China domestic market which is the fastest growth IC market in the world. To reduce the threats from TSMC and UMC domination in North America market, Scompany should focus on market exploring in Europe, Japan, and China in order to build the market entry barrier for other competitors. Thirdly, to strengthen the value chain; Cultivate and empower the fab operation manpower to build up “manufacturing-service-oriented” culture in order to improve product yield, customer satisfaction, and average selling price which will enable Scompany to get healthy financial structure and better ROA. Finally, to make strategic alliance with IDMs in order to take the advantage of IDMs’ outsourcing trends through exchanging Scompany capacities with IDMs’ orders, technologies transfer and patents authorization.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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