The Memory Business Strategy Risk Analysis and Study for Foundry Companies

• Main Authors: Wu-An Weng, 翁武安
• Other Authors: Shu Yeh
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/70731359665390371230

碩士 === 臺灣大學 === 會計與管理決策組 === 95 === Managing risks of a business enterprise is one of the most important responsibilities to its management, besides, it could help enterprise to reach its business goal, and then maximize the return for its shareholders. Reducing business loss, managing uncertainty, and business performance enhancement are the three major risk management applications for enterprise in management and business control. In general, management and strategy decision is a internal process flow in an enterprise, there is few chance and opportunity to participate the activities for shareholders outside the company. How many risk the enterprise is encountering ? and what is the impact by the risk for the enterprise in the future ? Except merely rely on the wiseness of management team, it needs external expert to monitor, audit, and then provides help from different angle point of view. Enterprise risk-base auditing covers the scope from the industry environment , the strategy making and decision of top management, and detailed operations of the process flow in the enterprise to proceed the risk evaluation on theenterprise operations and internal control. This kind of auditing could help enterprise for having effectively internal control and to prevent the possible business risks, which may result in financial risk or get business into trouble. By employing the methodology of risk-base auditing, this study investigates the strategy risks for wafer foundry companies deciding to go memory business. It includes the environment re-structure of the industry, the background and motivation of the decision for foundry companies, and the possible risks between IDM companies and Foundry companies. Below is summary for the study, 1. The factors to trigger the collaboration between IDM and Foundry company External factors includes a. High entry barrier to setup 12 inches wafer Fab, b. Industry trend for cost reduction by outsourcing, c. Less memory technologies due to monopoly competition in marketing. Internal factors includes a. Business or revenue growth, b.Less customer for high end customer, c.The need of technology 2. The possible ways for foundry companies to implement the strategy of memory business, a. As a capacity filler, b. Technology transfer and fab learning vehicle, c. Setup company/Faboratory by join-venture, d. Tailor-made for specific customer, e. Common platform for memory technology for all customers. 3. The strategy risks for IDM and foundry companies There are risks existing for IDM and Foundry companies, relevant industryrisk,information risk, people/talent risk, technology risk, capital risk, adding value risk, and competition/collaboration risk. 4. Auditing of enterprise strategy risk The related risks stated in items 3 are focused and suggestions and solutions for the risks are pointed out to reduce or minimize the impact. 5. To increase the adding value and quality of auditing for enterprise, it could be improved by the ways of risk-base auditing from a wide range review including a. External factors: industry environment , market of the enterprise, the relationship with alliance company. b. Internal factors:the strategy management procedure, enterprise resources control, and core competency of key process flows. c.Main output and constrain: the major products or services, end customers. After that, auditing personnel could help enterprise to setup some index for pre-warning to help enterprise to prevent from risks, reduce loss, and then increase enterprise business performance and profit.