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| Title: | 台灣半導體代工測試業的策略優勢研究
The analysis of strategic advantages of Taiwan semiconductor subcontract manufacturing testing company |
| Authors: | 張馨勻 |
| Contributors: | 吳豐祥
張馨勻 |
| Keywords: | 台灣半導體代工測試業的策略優勢研究 |
| Date: | 2005 |
| Issue Date: | 2009-09-14 09:44:46 (UTC+8) |
| Abstract: | Taiwan has been very successful in electronics and computer business for years. The business model of industrial disintegration enables several sub-industries to find their niche market in which they nurture unique strategic advantages to prosper. Subcontract manufacturing testing in Taiwan is a business just flourishes in recent years. Taiwan is the worldwide largest country with largest Subcontract manufacturing assembly and testing business with the most concentrated market share distribution. The thesis delves into the interrelationship between the environmental factors and company’s strategy advantages nurture the Subcontract manufacturing business. The most unique attributes include seamless upstream and downstream supply chain integration, industry clustering, as well as timely and efficient support from peripheral industries and infrastructure.
The thesis investigates how A Company, a Taiwanese based Assembly and Testing House, makes it’s way to the worldwide number one market share through building up strategic advantages over competition. The unit of analysis centers on A Test Company as testing business is less discussed and not been well known before. In recent years, the testing industry flourishes along with high end technology evolvement. According to Wu (1996), the company strategies can be formulated through aspects of resources input, operation activity, competitive advantages and substantial niche business.
A Test cultivates its strategic advantages in supply chain management leadership, technology leadership and financial management leadership. These strategic advantages have been instituted in daily operation through resources allocation, operation activity, competitive advantages creation and niche positioning.
The strategic advantages of supply chain management leadership, technology leadership and financial management leadership are embodied through the “Value Theory”, “Efficiency Theory”, “Resources Theory”, “Structure Theory”, “Game Theory”, “Control Theory” and “Dependency Theory”. A Test has demonstrated how to structurally leverage these strategies to formulate powerful synergies that creates advantages over competition. The more Subcontract Manufacturing Testing market is getting concentrated in market share, the more challenging for new business entrants to accumulate experiences fast and adopt the right strategies to survive. Thus, learning from a success company to shorten the period of learning curve is critical.
Key words: Semiconductor Industry, Subcontract Manufacturing, Testing, Supply Chain, Technology, Strategic advantages.
Chapter I Introduction 10
I.1 Research Background and Motives 10
I.2 Research Purpose 13
I.3 Research Questions 13
Chapter II Literature Review 15
II.1 Porter’s Diamond of National Advantage 15
II.2 Porter’s Five Forces Analysis 17
II.3 Wu’s The Nature of Strategy 20
II.3.1 Business Scope 21
II.3.2 Core Resources 21
II.3.3 Enterprise Network 21
II.4 Semiconductor Industry Overview 30
II.4.1 Semiconductor Industry Value Chain 30
II.4.2 Worldwide Semiconductor Market Overview 36
II.4.3 Taiwan Semiconductor Industry Development 40
II.4.4 Taiwan Semiconductor SCM Testing Industry 42
II.5 Summary 46
Chapter III Research Framework and Design 49
III.1 Research Design 49
III.2 Research Framework 52
III.3 Research Limitation 53
Chapter IV Taiwan Semiconductor SCM Testing Industry Characteristics 54
IV.1 Intensive CAPEX investment 55
IV.2 Economies of Scale 56
IV.3 Short Technology Product Life Cycle 57
IV.4 Risk Shifting 58
IV.5 Summary 59
Chapter V Semiconductor SCM Testing Company Case Study 60
V.1 Company Introduction 60
V.1.1 Organization 60
V.1.2 Research and Development Investment 61
V.1.3 CAPEX Investment 62
V.1.4 Customer Demography 63
V.2 Company Strategic Advantages 64
V.2.1 Supply Chain Management Leadership 65
V.2.1.1 Capitalizing on IDM Outsourcing 66
V.2.1.2 Make Footprint to Get Closer to Customers 68
V.2.1.3 Aligning Upward and Downward in the Supply Chain69
V.2.1.4 Customer Satisfaction 70
V.2.1.5 Focus on Segments that A Test is best at 72
V.2.2 Technology Leadership to Meet Market Demand 73
V.2.2.1 Test Program Conversion to Shorten Production Cycle Time 75
V.2.2.2 Specialization and Choice Variety to Reach Scale Economy 79
V.2.2.3 Overall Equipment Effectiveness 79
V.2.3 Financial Management Leadership 82
V.2.3.1 Scale Economy to Create Entry Barrier 82
V.2.3.2 Capital Leverage Flexibility to Ramp up and Ramp down 83
V.2.4 Summary 87
Chapter VI Research Finding and Discussion 89
VI.1 Industrial Characteristics 89
VI.2 Strategic Advantages Synergy 90
Chapter VII Conclusion and Suggestions 95
VII.1 Conclusion 95
VII.2 Suggestions 96
References 98 |
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| Description: | 碩士
國立政治大學
國際經營管理碩士班(IMBA)
90933014
94 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0090933014 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
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