Making Optimal Supply Chain Case Studies for Two Semiconductor Equipment Suppliers

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姓名

朱仲聖(Chung-sheng Chu) 查詢紙本館藏

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高階主管企管碩士班

論文名稱

(Making Optimal Supply Chain Case Studies for Two Semiconductor Equipment Suppliers)

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摘要(中)

有鑒於半導體產業的發展以及總體產業需求的快速變遷，由多個角度觀察，服務供應鏈的良莠已變得越來越關鍵。透過在服務供應鏈的投資和客戶滿意度之間取得適當平衡關係，並運用專業完善的服務供應鏈管理知識與經驗，將帶領半導體設備廠商在產業中立於不敗，佔有一席之地。事實上，在過去的幾年中如何具備全球視野的全球化供應鏈管理，已經顯著的成為各供應商殷切期盼的目標。
即使『快』和『成本效益』是在20世紀末90年代在管理供應鏈成功的關鍵因素，李效良教授（Hau. L. Lee），全球知名的供應鏈管理學者，目前為史丹佛大學商學院營運、資訊及技術研究所的教授，以及史丹佛大學全球供應鏈管理論壇的創辦者，於2004年於哈佛商業評論中發表了一篇期刊論文，『三A級的供應鏈』。文中李教授建議了企業應該以文中三個『A』，即高靈活度(Agility)、明快的適應性(Adaptability)及建立團隊目標共識(Alignment)作為企業供應鏈的目標，重新定位並打造其『3A級供應鏈』，協助企業完成其最終極的經營目標。此外，『惠普DeskJet印表機供應鏈』，由史丹佛大學商學院於2004年所發表。透過深入研究了解其中之『推遲策略』，協助惠普協助並重組其溫哥華和全球供應鏈，終致獲得階段性成功。延伸閱讀中，引用了Susan M. Rietze 於2006年在麻省理工學院所發表對『Postponement』推遲策略的論文及個案研究中，取其對『Postponement』理論及應用的適切說明作為理論之輔助。此三主要文獻研究即是本論文在理論上的基礎。
最後，透過研究兩個知名全球性半導體設備供應商（K公司＆ R公司）實際供應鏈案例，了解他們在遭遇供應及需求失衡或客戶滿意度下降時，如何善用『Agility』、『Adaptability』、『Alignment』及『Postponement』的理念，掌握適當時機檢視問題，提出改善方案、制定改變策略、再造服務供應鏈，將服務供應鏈管理由原來的『不滿源』，成功轉變為『競爭優勢』的成功案例，作為三份文獻在半導體設備產業的成功代言。

摘要(英)

As the development of Semiconductor industry as well as the changes of indus-trial demands move fast, the service supply chain has become increasingly important in several perspectives. To be a successful equipment supplier in the industry, it would be the key to manage service supply chain by finding the right balance between supply chain investments and customer satisfaction. Managing the supply chain with global perspective has been significantly focused in the past years in the industry.
While “Fast” and “Cost effective” were the key factors of success in managing supply chains in 1990s, Dr. Hau L. Lee, the director of the “Stanford Institute for Innovations in Developing Economies” and the “Global Supply Chain Manage-ment Forum” has published a journal paper with subject of “the Triple A Supply chain” in 2004, given the industry to redirect their focus in managing the supply chain by implementing the core principle of it in order to attain its ultimate suffi-ciency. In addition to this theory, the “HP Desktop Printer Supply Chain”, a well-known literature published by Stanford reviewed in 2004 also advised a key suc-cess factor, the “Postponement strategy” that was implemented by HP which assisted the company to reorganize their Vancouver and global supply chain, and to succeed. In the extended study, the “Case study of Postponement in the supply chain”, a thesis for Master of Science in transportation at Massachusetts Institute of Technology made by Susan M. Rietze in June 2006, helps us to better understand the theory of “Postponement” and its adequate applications in the industries,. These three important literatures are good enough for those who are working in the industry to take as a model of their service supply chain reengi-neering.
Real case studies on two top-5 Semiconductor Inspection and Metrology Equipment Suppliers (Company K & Company R) are prepared to observe how they made improvement/reengineering to their service supply chains as well as the ways they developed the strategies, setting up their benchmarks and targeted metrics to transforming service supply chain management from a source of cus-tomer dissatisfaction into a competitive differentiator to the industry.

關鍵字(中)

★ 服務供應鏈
★ 推遲

關鍵字(英)

★ ervice Supply Chain
★ Postponement
★ Multi-Echelon Inventory Fulfilment
★ Service localizations

論文目次

1. Introduction 1
1.1 Background and Context 1
1.2 Scope and Objectives 2
1.3 Achievements 3
1.4 Overview of Dissertation 3
2 Research Design and Methods 5
2.1 The structure of dissertation 5
2.2 Regulative Supply Chain 5
2.3 The process of research 7
3 Literature study 8
3.1 Introduction of semiconductor industry 8
3.1.1 Overall Semiconductor industry development trend 8
3.1.2 Semiconductor industry value chain 10
3.1.3 Semiconductor Wafer process flow 11
3.1.4 Semiconductor industry market overview 11
3.2 Semiconductor Equipments and Materials industry overview 13
3.2.1 Definition and scope of semiconductor equipment industry 13
3.2.2 Major capital spenders of semiconductor equipment industry 14
3.2.3 Global market cap and distribution of semiconductor equipment industry 14
3.2.4 Global semiconductor equipment leaders overview 15
3.3 Literature study 1 – The Triple-A Supply Chain 16
3.3.1 Building a Triple-A Supply Chain 17
3.3.2 The importance of being Agile 18
3.3.3 Adaption of the Fittest 20
3.3.4 Creating the Right Alignment 22
3.4 Literature study 2 – Hewlett-Packard DeskJet Printer Supply Chain 24
3.4.1 Background and Crisis of HP DeskJet Printer supply chain– 24
3.4.2 Case study and analysis – 25
3.4.3 Extended study – The “Postponement” 28
3.4.3.1 The concept and benefits of Postponement 28
3.4.3.2 Postponement in Operational practices 29
4 Case study 1, the supply chain changes of Company K 31
4.1 Brief introduction of Company K 31
4.2 An overview of service organization 32
4.3 Why service supply chain is critical to Semiconductor industry 33
4.4 Problem of Company K’s service supply chain 36
4.5 Strategies and implementations 39
4.6 Summary of this research 41
5 Case study 2, the supply chain changes of Company R 42
5.1 Who is this Company R? 42
5.2 The problem of Company R’s supply chain 44
5.3 Strategies and implementations 48
5.4 Summary of this research 51
6 Conclusion, recommendations and future research options 52
6.1 Conclusions 52
6.2 Recommendations 53
6.3 Future Research Options 55
References - Bibliography 57
References – Citations 59

參考文獻

[1] Hau L. Lee. The Triple-A Supply Chain. An article of “The 21st Century Supply Chain Collection”. Harvard Business Review, October 2004.
[2] Reuben E. Slone. Leading a Supply Chain Turnaround. – An article of “The 21st Century Supply Chain Collection”. Harvard Business Review, October 2004.
[3] V.G Narayanan & Ananth Raman. Aligning Incentives in Supply Chain. An arti-cle of “The 21st Century Supply Chain Collection”. Harvard Business Review, November 2004.
[4] Jeffrey K. Liker & Thomas Y. Choi. “Building Deep Supplier Relationships”. An article of “The 21st Century Supply Chain Collection”. Harvard Business Review, December 2004.
[5] Stanford Graduate School of Business. “Hewlett-Packard Company DeskJet Printer Supply Chain (A)”. Case GS-3A. Date 05/01 (Revised 3/8/04).
[6] Susan M. Rietze. “Case study of Postponement in the supply chain”. A thesis for Master of Science in transportation at Massachusetts Institute of Technology, June 2006.
[7] David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi. Designing and Manag-ing the Supply Chain; Concepts, Strategies and Case Studies. Third edition. Traditional Chinese adaptation by Dr. Ying-Chin Ho, June 2009.
[8] William J. Stevenson. Operation Management 11e, Rochester Institute of tech-nology. Traditional Chinese adaptation by Dr. Ying-Chin Ho, January, 2013.
[9] Oracle Service Parts Planning Implementation and User′s Guide. Release 12.2.
Part Number E48778-01. 2011 & 2013.
[10] John Nunes, “Service supply chain transformation of KLA-Tencor”, Director of Strategic Consulting, MCA Solutions, Supply Chain World for North America, 4 - 6 April 2005.
[11] The Boston Consulting Group, Knowledge at Wharton, University of Pennsyl-vania. Special Report of “Creating optimal supply chain”.
[12] Wolfgang Arden, Michel Brillouët, Patrick Cogez, Mart Graef, Bert Huizing, Rein-hard Mahnkopf. “More-than-Moore White Paper”.
[13] VLSI Research Inc. Semiconductor Equipment Suppliers, Chapter 2, 1990.
[14] T. Gallagher, M.D. Mitchke, and M.C. Rogers, “Profiting from spare parts”, The McKinsey Quarterly, February 2005.
[15] J.J. Chamberlain and J. Nunes, “Service Parts Management: A Real Life Success Story”, Supply Chain Management Review, September 2004.
[16] M.A. Cohen, N. Agrawal, V. Agrawal, “Achieving Breakthrough Service Deliv-ery through Dynamic Asset Deployment Strategies” (to be published).
[17] R. Wise and P. Baumgartner, “Go Downstream: The New Profit Imperative in Manufacturing”, Harvard Business Review, September-October 1999.
[18] M.J. Dennis and A. Kambil, “Service Management: Building Profits After the Sale”, Supply Chain Management Review, January-February 2003.
[19] R.G. Bundschuh and T.M. Dezvane, “How to make after-sales services payoff”, The McKinsey Quarterly, 2003 Number 4.
[20] T. Gallagher, M.D. Mitchke, and M.C. Rogers, “Profiting from spare parts”, The McKinsey Quarterly, February 2005.

References – Citations
1. ^ Haul L. Lee (October 2004). “The Triple-A Supply Chain”. Harvard Business Review. 1st article from “The 21st Century Supply Chain Collection”. p. 5.
2. ^ Haul L. Lee (October 2004). “The Triple-A Supply Chain”. Harvard Business Review. 1st article from “The 21st Century Supply Chain Collection”. p. 6.
3. ^ Haul L. Lee (October 2004). “The Triple-A Supply Chain”. Harvard Business Review. 1st article from “The 21st Century Supply Chain Collection”. p. 7.
4. ^ Haul L. Lee (October 2004). “The Triple-A Supply Chain”. Harvard Business Review. 1st article from “The 21st Century Supply Chain Collection”. p. 8.
5. ^ Haul L. Lee (October 2004). “The Triple-A Supply Chain”. Harvard Business Review. 1st article from “The 21st Century Supply Chain Collection”. p. 9.
6. ^ Susan M. Rietze. “Case study of Postponement in the supply chain”. A thesis for Master of Science in transportation at Massachusetts Institute of Technology, June 2006. p. 17 – 18.
7. ^ Susan M. Rietze. “Case study of Postponement in the supply chain”. A thesis for Master of Science in transportation at Massachusetts Institute of Technology, June 2006. p. 20 - 21.
8. ^ Susan M. Rietze. “Case study of Postponement in the supply chain”. A thesis for Master of Science in transportation at Massachusetts Institute of Technology, June 2006. p. 21 - 22.

指導教授

王弓、鄭有為

審核日期

2014-7-2

推文