| Summary: | 碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 97 === There are three key success factors for pure-foundry business-- advanced technology, manufacturing efficiency, and customer service. Technology development is a high risk and expensive investment and it is a heavy burden for new-entry player likes Scompany. Thus, the best R&D strategy for Scompany is to keep half or one generation behind TSMC and UMC. The customer service strategy for Scompany should be integrating the sales, customer engineering, R&D, fab operation, and capital investment to meet IDMs’ needs. Due to manufacturing complexity in which Scompany has simultaneously to use IDMs’ and its own processes, in order to improve manufacturing efficiency, human resources for fab operation in Scompany must be enhanced urgently to deal with the more complicated operation scenarios.
Through analyzing competitors’ SWOT analysis, there are four developing strategies for Scompany: First of all, to keep R&D technology development half or one generation behind TSMC and UMC. Secondly, to grab China niche market; Scompany should setup 0.35um and above capacities in order to meet China domestic market which is the fastest growth IC market in the world. To reduce the threats from TSMC and UMC domination in North America market, Scompany should focus on market exploring in Europe, Japan, and China in order to build the market entry barrier for other competitors. Thirdly, to strengthen the value chain; Cultivate and empower the fab operation manpower to build up “manufacturing-service-oriented” culture in order to improve product yield, customer satisfaction, and average selling price which will enable Scompany to get healthy financial structure and better ROA. Finally, to make strategic alliance with IDMs in order to take the advantage of IDMs’ outsourcing trends through exchanging Scompany capacities with IDMs’ orders, technologies transfer and patents authorization.
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