以個案研究探討半導體設備供應商之備用零件供應鏈管理

Abstract

半導體晶圓製程設備的備用零件供應鏈具有高度不確定需求和供給的特性，與一般的電子資訊製造業供應鏈特性差異很大。半導體設備供應商的供應鏈必須具有高回應性才能滿足客戶需要。然而，回應性需要成本。若為達成供應鏈高回應績效而使得成本過高，企業的競爭力將受影響。半導體設備供應商是否可能降低供應鏈成本並維持或甚至提升供應鏈的高回應性？若欲達成此目的，是否有系統性的方法可以使用？本論文擬藉由個案研究方法，試圖尋找前述問題的答案。

本研究對象為一家半導體晶圓製程設備之領導廠商，其產品供應全球半導體產業。為支援其設備產品的競爭策略，其備用零件供應鏈策略必須確保高度回應性。然而於二十世紀末，個案公司供應鏈績效逐漸衰退─銷售成本增加、庫存快速增加及庫存週轉率下跌、客戶服務水準不穩定。個案公司因此於2000年至2003年之間陸續提出多項改善對策。本研究應用Chopra & Meindl[1]的供應鏈決策架構，對個案公司進行分析，綜合考慮「設施」、「庫存」、「運輸」、「資訊」、「採購」、「定價」六項驅動因子，分別在「供應商關係管理」、「內部供應鏈管理」及「客戶關係管理」三個供應鏈巨觀流程層面歸納出十項個案公司的改善策略。

本研究針對個案公司實施對策後三年(2004年至2006年)的供應鏈績效作定量化分析，證實個案公司獲得具體的成本及回應績效改善成果： 一.銷貨成本降低：2003年占營業額的64%降至2006年的53% 二.備用零件庫存減少：2002年的6.44億美元降至2005年的3.83億美元 三.備用零件庫存周轉率提高：2002年的1.2升至2005年的2.0 四.客戶服務水準改善：1999至2001年間不穩定狀態改善至2003年後每家客戶服務水準在97%~99%，超過該公司承諾的92%甚多

本研究結合「三大供應鏈巨觀流程」及「六項供應鏈績效驅動因子」的分析架構，成功的應用在上述個案；此亦驗證本研究架構的有效性。

最後，本論文提出三項建議：供應鏈決策架構的擴展應用、個案的改善對策對其他產業的應用及後續的研究方向，期望對業界有所助益。

The semiconductor equipment spare parts supply chain has highly uncertain demand and supply. Its characteristic is quite different from that of electronics and IT product supply chains more commonly found in Taiwan. It must provide high level of responsiveness in order to satisfy its customer needs. However, responsiveness comes at a cost. Should the cost for achieving highly responsive supply chain become too high, the company's competitiveness will be impacted. Is it possible for the semiconductor equipment supplier to lower the cost in the supply chain while maintaining or even increasing its high level of responsiveness? Is there a systematic approach to achieve such goal? This research used case study method in an attempt to discover the answers to the fore-mentioned questions.

The company in this case study is a leading supplier of wafer fabrication equipment to worldwide semiconductor industry. To support the competitive strategy of its equipment products, its supply chain strategy must ensure high level of responsiveness in its spare parts supply chain. However, the supply chain performance started to degrade at the end of 20th century□increased cost of sales, high level of inventory with low inventory turn and unstable service level performance. From 2000 through 2003, the company implemented multiple initiatives in an effort to improve its supply chain’s performance. This research utilized “Supply Chain Decision-Making Framework” proposed by Chopra & Meindl [1] to analyze the supply chain problems and initiatives in this case, in order to validate the applicability of this framework.

A quantitative analysis was conducted on 2004~2006 data after the initiatives were implemented. It showed significant improvements in both cost and responsiveness: 1.Reduced cost of sales: 64% of revenue in 2003 to 53% in 2006 2.Reduced inventory: US$644 millions in 2002 to US$383 millions in 2005 3.Improved inventory turn: 1.2 in 2002 to 2.0 in 2005 4.Improved service level: unstable performance in 1999~2001 to 97%~99% in 2003 and afterwards, significantly exceeding the commitment of 92%.

The successful application of “supply chain macro processes” and “supply chain performance drivers” in the analysis of this case proved the validity of the research framework.

Finally, three recommendations were proposed□the expansion of supply chain decision-making framework, the application of the initiatives discussed in this case to other industries and suggestion for further study.