| Summary: | 碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 95 === Globalization has rapidly transformed the labor outsourcing strategy and framework of the manufacturing industry, which Taiwan semiconductor production has demonstrated and developed as the success story of the High-Tech industry that continuously drives the economic growth. In the past two decades, Taiwan has transformed from relying on importing and adopting technology from the outside to being self sufficient in integrated system production starting from design and manufacturing to testing and packing, and meanwhile achieving both higher profitability and quality. Most notably, the successful management model of SBIP in Hsin-Chu and the foundry business model for making IC have become great examples for the emerging countries in Asia Pacific.
The primary purpose of this research is to understand how the high capital cost of the high-tech semiconductor equipment manufacturing continuously innovate to maintain competitive edge through the various business cycles. Using a global semiconductor equipment company which follows the variable business model as the subject of this study, combining with the relevant literatures of the field as the theoretical basis to establish analysis structure and generalize the key success factors, this paper will provide personal suggestions and proposals for the company and the relative industries in Taiwan.
The research reveals that non-core outsourcing with focus on core competence is the most important factor for wafer fabrication equipment. The president & chief operation officer of the subject, “For the larger equipment suppliers, survival is not the real issue. The real issue is how to optimize our success throughout the cycles. How do we ensure that we can remain profitable, even at the bottom of the downturns? How can we optimize our profitability during the upturns? From a business-model perspective, equipment suppliers must move from the historical, capital-intensive cost structure to one that provides a far more variable cost structure.”
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