精密機械設備製造業轉型機會之探討：以F公司為例

Abstract

自上一個世紀80年代開始，全球化經營與外包推升了資訊產業的快速成長與應用，台灣在這一個浪潮中，站上了全球化的浪潮。建立起世界級的代工王國。從半導體工業的台積電發展的創新 Foundry商業模式，以及鴻海集團的EMS代工，在資訊工業的領域中都佔有一席之地。 台灣土地面積雖然不大，但在全球半導體晶圓製造產業中，扮演重要的角色，堪稱全球半導體晶圓廠密度最高的國家。當然，也是每一個半導體設備廠商的兵家必爭之地，身為鴻海集團旗下的專業設備代工公司，在台灣本土經營的策略也必須利用這一個優勢，搭上半導體產業設備代工的趨勢。 F公司經過十五年來經營，在中低階(六吋與八吋) 半導體晶圓廠設備零件代工產業中，累積了不少的經驗。希望能在此經驗與客戶關係緊密的基礎上，推升至半導體12吋晶圓製造設備的代工。 本文的目的主要是藉由重新檢視F公司的商業模式，並且將十幾年所累積的能力與經驗重新自我評估，找出自己的優勢與機會，進行公司體質的重新檢討與評估，進一步思考下一步轉型的方向。並以企業個案來做為競爭策略之分析。研究發現轉型的策略在於客戶的服務延伸，在代工的基礎上，建立客戶服務項目，將會帶來更多的獲利與營業額。「低成本策略」的代工思維進一步轉換為增加服務的附加價值。產業環境及競爭地位都不斷的改變，選擇適合當時環境的轉型策略成為最重要的任務。

Since the last 1980s, globalization and outsourcing business model boosted the rapid growth and the use of IT industry. Taiwan in this wave, he stood on the wave of globalization. Establish a world-class foundry kingdom. TSMC which create the innovation Foundry business model is in the semiconductor industry and Hon Hai Group which is a EMS company in the field of information industry in both place. Taiwan's land area was very small, but in the global semiconductor wafer manufacturing industry, plays an important role, called the world's highest density of semiconductor fabs country. Of course, each is a semiconductor equipment manufacturers battleground, as the Hon Hai Group's professional equipment foundry company, Taiwanese business strategy must also make use of this advantage, catch the trend of the semiconductor foundry industry equipment. F Company after fifteen years of operating in the low-end (six-inch and eight-inch) semiconductor wafer fab equipment parts OEM industry, accumulated a lot of experience. Hope this experience on the basis of close relationships with customers, the semiconductor foundry pushed to 12-inch wafer fabrication equipment. The main purpose of this paper is to F by the company's business model to review, and the ten year of accumulated experience and the ability to re-self-assessment to identify their strengths and opportunities to review and re-assessment of the company's constitution, further Reflection step in the direction of transformation. And the business case to do the analysis of the competitive strategy. The study found that the transition strategy to extend customer service, on the basis of OEM, the establishment of customer services, will bring more profit and turnover. "Low-cost strategy" OEM thinking converted into a further increase in value-added services. Industry environment and competitive position are constantly changing, then select the appropriate transition policy environment as the most important task.