Comparison Analysis of SCM System Characteristics Between DRAM Fab and Fabless Companies

• Main Authors: Charles Sun, 孫世昌
• Other Authors: Anthony Fu-Wha Han
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/82298603411566119595

碩士 === 國立交通大學 === 高階主管管理學程碩士班 === 91 === Abstract DRAM Circuit Design and Wafer Fabrication are the consecutive processes in the supply chain of the semiconductor industry. Circuit design & wafer fabrication used to be undertaken by different departments in a company. Rapid development of process technologies has led to companies’ having to invest greatly in new facilities. The division of these processes has enabled. Wafer Fab Companies to focus on improving the process, output and cost of wafer fabrication. Design Houses can now focus on designing better products. As in all cases of vertical division, companies who can perform very well in their core competence have the best changes of success. This thesis refers to the theoretical skeleton of Chopra & Meindl’s Operation Process of SCM & Push/Pull to reduce the lead time, Porter’s Five Competitive Forces of“Competitive Strategy”, Fine’s “Clock Speed” which considers similarities between biological evolution and industry, Adizes’ “Corporate Lifecycle”, which considers the different managerial styles that prevail in different corporate lifecycle phases, Simchi-Levi and Kaminsky’s “Designing & Managing the Supply Chain”, and Grove’s Six Competitive Forces, which concern strategic alliances to compare and analyze the SCM characteristics of DRAM Fab(Wafer Fabrication) and Fabless(Design House) companies. This study presents the background of the DRAM business、the supply chain characteristics of DRAM fabless companies, the supply chain characteristics of DRAM fab companies, and a comparative analysis of DRAM fabless companies and fab companies. In the chapters on the characteristics of individuals in a supply chain system, organizational characteristics, an analysis of five competitive forces, competitive strength, and the necessity of supply chain management. In the chapter on comparative analysis, the studies focus on the key success factors, and factors of organization, timing, and tools and methods. The final chapter offers key reason in the two industries & offers some suggestions to increase the profitability of companies in the two industries.