半導體黃光製程設備產業在台灣的競爭策略之研究 以N公司為例

Abstract

半導體產業是我國最重要的兩大產業之一，在整個產業的供應鏈中，從設計、製造、封裝、測試等四大領域我國已經達到世界屬一屬二的領導地位，可惜的是在半導體設備方面，目前自製率尚不及8%( IT IS，2005)，這與半導體設備產業研發經費投入大，國內產品踏入之時程較晚有關，相對於美、日設備大廠每年投入數百億台幣研發而言，國內業者獨自發展技術門檻高 （朱博湧，1998）。 尤其在半導體製程中最重要的黃光設備領域裡，主要的設備全部由美、日、歐等的外商所佔據，而我們的半導體發展也必須跟著外商黃光設備研發的速度與方向來做製程上的變更，完全沒有自主性。 本研究從黃光設備廠商的角度切入，該個案設備廠商在黃光設備的曝光機領域具有全球前二大的實力，而且在全球所有半導體設備供應商的排名也都保持在前十名之內，可以說具有指標性的意義。

本研究結果歸納如下 1. 個案公司應採取成本領導與差異化策略。 2. 建議有意朝該領域發展的國內廠商採取集中化策略，集中資源朝特定的利基市場或者聘請原廠技師甚至直接併購國外零組件廠以取得關鍵技術。

Semi conductor field is one of the most important industries of Taiwan. We have already been in the leadership in this field from design, production, packing and testing among the world. But unfortunately, in the area of semiconductor equipments, the rate of manufacture of Taiwan is far less than 8% (ITIS, 2005). The reasons can explain these situations are the insufficient funds of investment and the delay to the market. Compared with Americans’ and Japanese’ famous companies invest lots of capitals on development; Taiwanese cooperation has more limits to develop this technology individually. The main equipments of lithography field mostly come from USA, Japan and Europe; therefore, the advance of this technology in Taiwan has to follow their steps without any independence. This research is about the supplier of lithography that is the first tier supplier among the world, and it is a norm in semiconductor field The conclusions of this theory are as below: 1. Cost leadership and differentiation strategy this supplier in this case should take for the existing equipment market. 2. The manufactures which are looking forward to the filed should focus on particular or specific market segment or niche.