台灣半導體產業中游廠商之策略聯盟形成模式分析-以個案公司為例

Abstract

在國際間強大的競爭之下，當今的臺灣企業，面臨著比過去更嚴苛的挑戰。在市場規模嚴重不足與生產資源有限的壓力之下，臺灣的企業如何能克服種種的難關，在國際間生存並佔有一席之地，選擇正確的策略已是刻不容緩的事。 企業間以策略聯盟的方式來尋求資金、技術、產品、通路以及智慧財產權等支援或互補，以期達到全球化的廣度與深度，同時亦能強化本身的優點，以期提昇整體的競爭力，並在國際的舞台上持續的扮演著重要的角色。策略聯盟已經成為臺灣的企業持續向前邁進的運作程式，正如同管理大師彼得．杜拉克所言：「合作、結盟及夥伴關係，已經成為最重要的企業策略」。由現今企業的運轉模式可見，各種類型的策略聯盟已成為企業主要成長的動力，並且普遍存在於全世界的經濟活動中。 臺灣以高科技產業為主，尤其是以半導體的生產著名。經過這近三十年的發展，由於技術日新月異，產品不斷推陳出新，且生命週期極短，對目前市場景氣低迷、資本支出仍高，資源的分配及整合相形重要。為了達到降低生產成本，有些廠商採取上、下游的垂直整合方式，以提昇技術方面的競爭力；有些廠商則採取水平的整合方式，以增加產能來達到最高效能。以上種種的不同結盟方式，是現今國內半導體廠商普遍採取的策略方式。 本文主要分為兩個部份：第一個部份是以國內外學者針對策略聯盟的目的，以及策略聯盟選擇盟友所考量的因素兩項因變數，綜合成形成策略聯盟的考量內容。第二個部份是以國內的半導體中游製造廠商﹙DRAM 及Foundry﹚為研究範圍，並以次級資料加上問卷訪談的結果來綜合成策略聯盟的模式；最後以一個研究個案來驗證此模型是適用於國內的半導體廠商。

Under the even sharper global competition, company strategy in terms of exploring alliance partners is getting vital. This is especially true for corporate in Taiwan to consider given by the limited market scale as well as insufficient resources.

The advantages out of forming alliance among corporate are countless, from the fundamental capital raising to technology and product advancement; going forward, it brings synergy to acquire channels in an efficient way, also helping corporate to own the intellectual property rights from their partners. All these advantages would help to mend what is short for individual company; meanwhile to further globalize corporate and enhance their competitiveness to get a firm grip to sustain in the market.

Strategic alliance has become an inevitable measure for corporate to migrate ahead. As Peter Durak put it: Cooperation, alliance as well as partnership have become the most important corporate strategy.

As observed from different models of business operation existing nowadays, strategic alliance, regardless presented in what way, has become a momentum for corporate to take a leap and grow non-organically, needless to say, has become even normal in current global economy.

Taiwan is mainly supported by high tech industries, especially famous for its semiconductor industry. In the past decades, however, companies in the high tech industries are suffering from the pressure out of very short product cycle. They must provide non stop new technology to cope with market demand. In this case, resource allocation has become relatively important to balance the surging capital expenditure. Some corporate adopted vertical integration to lower production costs and uplifted technology core competence; some adopted horizontal integration to reach the optimal production capability. All these are commonly available in the semiconductor industry.

This thesis is structured by two main parts:

First to identify the rationale for corporate to make the decisions to form alliance with one another. In this study, two variance factors are being monitored, first are the purposes to form alliance with, second the ways to select partners.

Second to study some DRAM and Foundry companies in the midst stream of semiconductor industry chain. The conclusion is reached out of primary interviews and questionnaires plus secondary market information to get the comprehensive alliance models. Last to testify the above hypothesis model with a case study to further confirm that it would work.