标题: | 精密机械设备制造业转型机会之探讨:以F公司为例 Transformational Opportunity for Precision Machinery Manufacturing Industry: A Case Study of F Company |
作者: | 梁家雄 任维廉 陈光华 Liang, Chia-Hsiung Jen, William Chen, Quang-Hua 管理学院高阶主管管理硕士学程 |
关键字: | 半导体设备代工;商业模式;转型机会;竞争优势及策略;核心能力;Semiconductor equipment OEM business model;Opportunity Transformation;Competitive advantages and strategies;core competencies |
公开日期: | 2016 |
摘要: | 自上一个世纪80年代开始,全球化经营与外包推升了资讯产业的快速成长与应用,台湾在这一个浪潮中,站上了全球化的浪潮。建立起世界级的代工王国。从半导体工业的台积电发展的创新 Foundry商业模式,以及鸿海集团的EMS代工,在资讯工业的领域中都占有一席之地。 台湾土地面积虽然不大,但在全球半导体晶圆制造产业中,扮演重要的角色,堪称全球半导体晶圆厂密度最高的国家。当然,也是每一个半导体设备厂商的兵家必争之地,身为鸿海集团旗下的专业设备代工公司,在台湾本土经营的策略也必须利用这一个优势,搭上半导体产业设备代工的趋势。 F公司经过十五年来经营,在中低阶(六寸与八寸) 半导体晶圆厂设备零件代工产业中,累积了不少的经验。希望能在此经验与客户关系紧密的基础上,推升至半导体12寸晶圆制造设备的代工。 本文的目的主要是藉由重新检视F公司的商业模式,并且将十几年所累积的能力与经验重新自我评估,找出自己的优势与机会,进行公司体质的重新检讨与评估,进一步思考下一步转型的方向。并以企业个案来做为竞争策略之分析。研究发现转型的策略在于客户的服务延伸,在代工的基础上,建立客户服务项目,将会带来更多的获利与营业额。“低成本策略”的代工思维进一步转换为增加服务的附加价值。产业环境及竞争地位都不断的改变,选择适合当时环境的转型策略成为最重要的任务。 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. |
URI: | http://etd.lib.nctu.edu.tw/cdrfb3/record/nctu/#GT070363052 http://hdl.handle.net/11536/139571 |
显示于类别: | Thesis |