Performance Evaluation for the IC Substrate Industry by Capitalizing on the Balanced Scorecard Model– A Case Study of a Local Company in Taiwan

• Main Author: 劉彩城
• Other Authors: 張哲明
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/57284563459228991490

碩士 === 明新科技大學 === 企業管理研究所 === 98 === The objective of this study is to evaluate the operating performance of an IC substrate maker in the semiconductor supply chain. With a global market share of 26%, IC substrates manufactured at Taiwan are expected to continue a high growth in the next 10 years under the trend of all types of 3C electronic products (Computer, Communication and Consumer Electronic) developed to be lighter, thinner, shorter, smaller, and more multi-function. Taking one Taiwanese IC substrate maker as the example in this study, we investigate the IC substrate industry via literature reviews, interviews and questionnaires, researching the competition scenario and future development of this IC substrate maker as well as this industry under the Balance Score Card model. In compliance with our findings in this study, this IC substrate maker attaches importance to four dimensions of the Balance Score Card and possesses better competitive advantages than the professions do. The conclusions induced in Balance Score Card, five forces and SWOT are summarized as follows: (1) The properly manipulated Balance Score Card model makes both an enterprise’s vision and its strategic direction distinct and easily controlled. (2) The optimal performance management indicator has to consider both the financial dimension and the non-financial dimension and emphasize more the leading indicator than the lagging indicator. (3) The top managers’ supports and the continuous execution are indispensable to exerting the maximum comprehensive effect of introduction of either the Balance Score Card or an enterprise’s business & management strategy. The recommendations based on analyses and inductions of Balance Score Card, five forces and SWOT are shown as follows: (1) Mid-term strategy: Increase of the ratio of high-end products and the yield rate; strategic partnership with customers; lowered dependence on main materials for promotion of an enterprise’s long-tern competitive advantage; aggressive development of the market in the future. (2) Long-term strategy: Business models for division of labor between Taiwan and China and global networks under the government’s open policy; manufacturing technology of developing advanced green environment-friendly materials to confront global opponents’ competitive pressures.