半導體封裝測試業於併購變革後進行企業流程再造之核心競爭力研究 - 以 U 公司為例

Abstract

半導體產業科技日新月異，對封裝測試業者而言，獲利的基礎在於機台與治具的資產控管，以及如何能利用財務槓桿、提高現金流量、跳脫追求短期績效壓力轉向長期改善等，這就是目前一些企業希望私募基金集團加入的原因，通常私募股權在買進後，會透過管理上的改善、經營團隊的組織調整以及嚴厲的要求獲利成長後，最後再以更高的價格轉售或重新上市（IPO），藉以出脫持股達成獲利。私募基金集團可以透過流程再造的過程找出問題的所在，只因企業流程再造是一個透過徹底地、全面性地、重新思考企業作業流程的過程，藉以提昇核心競爭力。 本個案研究透過深入訪談的形式，以質性研究方法蒐集與分析資料，透過對企業現行的作業流程進行分析，重新檢視現有的作業流程，分析流程中的待改善項目,經由流程的簡化、整合及標準化後，提出一新的作業流程架構。並為了能了解作業流程前後的差異，於流程再造後進行效益的分析，效益的評估分為「流程的效果分析」及「成本分析」，以期能以最低的投入成本，獲得最大的工作效率。 本論文共分為五章，第一章說明因外部環境發生快速的變化，產業產生瓶頸，擬以流程再造產生核心競爭力作為研究的方向；第二章則彙集了各學者對組織變革、流程再造及核心競爭力的理論論述，並以表格做彙整說明；第三章說明本研究的研究方法為質性分析的深度訪談方式，配合各學者的理論基礎產生訪談綱要，用以分析個案公司的運作；第四章則將訪談結果進行整理，並對個案公司是否符合流程再造並進而產生核心競爭力，做出註解；第五章則對本研究做出結論。並有四項發現，其中包括(1) 跨部門的專案團隊建立，可使企業內部協調性增加，這將有助於內、外部顧客需求的情報蒐集； (2)跨部門的整合，減少組織層級、增加基層員工與高階主管的溝通機會、授權予員工，降低與控制製造營運成本與提升產品品質，以減少內部成本的耗損；(3)策略規劃並建立共識；(4)達成顧客滿意度，加強競爭優勢；希望能在競爭激烈的市場上脫穎而出，共創彼此的利益。

The methods to gain profit for semiconductor assembly / test companies are the assets control of machine / tool and how to have high cash flow by finance management to have a long term improvement as this tecknology is changing with each passing day. This is the reason why some companies are willing to introduce privacy equity companies to privatize. Normally privacy equity companies will have improvement on the management, organization change to request the high profit growth after their buy back. Then they can earn the money through IPO or sell by higher price after their governance. Privacy equity companies can find the real root cause through BPR (Business Process Reengineering) process to produce core competition as this is a fundamental, radical and dramatic process. The data collection of this case study is run by the methods of qualitative research and in-depth interview. The new operation process had been constructed through the analysis of current processes, list the improvement items and simplify/integrate/standize the procedures. In order to realize the differential before and after the process, the benefit evaluation was taken also including effect and cost analysis. Hope to have the highest effectiveness with low cost. This thesis is contained five chapters. The first chapter is described why to adopt BPR as this research goal as some companies encounter bottlenets base on the prompt environment change. The second chapter is to gather the theories of organization change, business process reengineering and core competition. The third chapter is mentioned about the method of qualitative research and in-depth interview are applied to this case study and all the interview guidances are followed by the authors’ theory. The forth chapter is to make a summary if this case study is conformed with BPR and produce the core competition. The fifth chapter is to make conclusions about 1.The setup of cross-department project team can have better communication to fulfill customer’s request. 2. The internal cost will be decreased base on the integration by cross function, minimize the organization level, increase the communication chance of basic staff and high level manager, give the authority to staff, control the operation expense and increase product quality level. 3. Plan the strategy and have a common consensus. 4. To have win-win solution by customer satisfaction fulfillment and competitive strength enhancement.