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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/67588

    Title: 半導體設備商經營策略之研究-- 以G科技股份有限公司為例;Business Strategy and Competitive Advantage of Semiconductor Equipment Manufacturers– A Case Study of Company G
    Authors: 黃富源;Huang,Fu-Yuan
    Contributors: 資訊管理學系
    Keywords: 半導體設備暨材料產業協會;競爭策略;凸塊;半導體設備業;SEM;Competitive Strategy;Bumping;Semiconductor Equipment Industry
    Date: 2015-06-22
    Issue Date: 2015-07-30 22:50:16 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 根據國際半導體設備暨材料產業協會SEMI(Semiconductor Equipment and Materials International)統計2014年全球半導體設備營收達390億美元,台灣市場規模即佔其中的96億美元,連續5年蟬聯全球第一,也使半導體設備本土化、提升半導體廠關鍵製程設備自給率成為產業重要議題。本研究以半導體中段凸塊製程設備產業為研究範圍,並以G科技公司為研究對象,擷取國內外產業相關資訊、專業評估報告、政府產業策略報告專業網站資料,將相關的文獻理論與個案實際的策略做分析探討。個案公司透過垂直、水平整合策略,成為台灣唯一能提供客戶整體解決方案(Process Chemical及設備)之凸塊製程設備商,另外建議個案公司需持續提升內部卓越核心價值:品質、交期、成本、生產力、佔地小與整體解決方案等六大方向,繼續擴大領先與競爭者距離。期能藉由個案公司的分析,探討半導體設備廠商競爭優勢與經營策略,並依據研究結果提出具體建議,以供台灣欲跨入本地半導體設備領域之企業參考。;According to the statics of SEMI (Semiconductor Equipment and Materials International), the total revenue is about US$39 billion in the global manufacturing equipment in year 2014, moreover, the market scale is accounted for US$9.6 billion in Taiwan. It has successfully gained the ranking of No. 1 for 5th consecutive year in the world. Whereas, this has been point out that two subjects under discussion: Firstly, the semiconductor equipment localized, secondly, to improve the self supply for related processing equipment in this field.
    This study scope is about the semiconductor processing equipment which the middle end of the processing “Bumping”. “The G technology Corp” as the case study, it can provided huge amount of related information including domestic and abroad, as well as professional assessment reports、 the Government Property Strategy Report by professional website information and to make the investigation and analyze on related literature, theory and strategy.
    The company becomes the only equipment supplier on Bumping Process through the vertical and horizontal integration strategy which can provide “Total Solution” program to customers. Besides, it would encourage the company to improve its internal value not only for the quality, the delivery time, the cost, the capability and small footprint, but as well as to enlarge the gap for the competitors.
    The analysis used the case study from the company itself, to find out the strength of competitive in semiconductor’s vendor and the strategy of the management, however according to the results, will provide the recommendations. These recommendations provide a reference to the vendors in Taiwan.
    Appears in Collections:[資訊管理研究所] 博碩士論文

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