| Summary: | 碩士 === 國立中央大學 === 高階主管企管碩士班 === 102 === As the development of Semiconductor industry as well as the changes of indus-trial demands move fast, the service supply chain has become increasingly important in several perspectives. To be a successful equipment supplier in the industry, it would be the key to manage service supply chain by finding the right balance between supply chain investments and customer satisfaction. Managing the supply chain with global perspective has been significantly focused in the past years in the industry.
While “Fast” and “Cost effective” were the key factors of success in managing supply chains in 1990s, Dr. Hau L. Lee, the director of the “Stanford Institute for Innovations in Developing Economies” and the “Global Supply Chain Manage-ment Forum” has published a journal paper with subject of “the Triple A Supply chain” in 2004, given the industry to redirect their focus in managing the supply chain by implementing the core principle of it in order to attain its ultimate suffi-ciency. In addition to this theory, the “HP Desktop Printer Supply Chain”, a well-known literature published by Stanford reviewed in 2004 also advised a key suc-cess factor, the “Postponement strategy” that was implemented by HP which assisted the company to reorganize their Vancouver and global supply chain, and to succeed. In the extended study, the “Case study of Postponement in the supply chain”, a thesis for Master of Science in transportation at Massachusetts Institute of Technology made by Susan M. Rietze in June 2006, helps us to better understand the theory of “Postponement” and its adequate applications in the industries,. These three important literatures are good enough for those who are working in the industry to take as a model of their service supply chain reengi-neering.
Real case studies on two top-5 Semiconductor Inspection and Metrology Equipment Suppliers (Company K &; Company R) are prepared to observe how they made improvement/reengineering to their service supply chains as well as the ways they developed the strategies, setting up their benchmarks and targeted metrics to transforming service supply chain management from a source of cus-tomer dissatisfaction into a competitive differentiator to the industry.
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