聯電衍生IC設計公司之經營績效分析

Abstract

衍生公司 (spin-offs) 是企業得以永續生存的一種策略。企業以永續經營為目的，透過衍生公司是促使企業永續經營的一種方法。1993~1997年，聯華電子股份有限公司 (UMC) 將原有IC設計部門分割成為獨立的設計公司：聯發科、聯詠、聯陽、聯笙、聯傑。1998年合泰半導體因IC景氣不佳，8吋新廠亦已落成啟用，由於攤提高額折舊而發生虧損，原以消費性為主的產品線也無法填滿產能，同年四月間則由聯電購併入主合泰半導體，並轉型為晶圓專業代工。原有產品部門則Spin-off成立盛群半導體。 本研究運用資料包絡分析法 (CCR、BCC、A&P和D&G四種評量模式)，比較各公司的經營績效，分析造成不同公司經營績效差異的可能原因，並建議改進方向。傳統績效評量多僅採用財務指標，未能就公司其他重要指標作總體之衡量。本研究除了考量2000-2004年相關財務資料：研發費用、折舊與各項攤提之外，並針對IC設計產業的特性而增加了以碩、博士員工數為非財務之投入要素，並以三種產出要素來評量各公司的經營績效，一是以稅後損益為營運產出目標之代表、二是以專利核准量為技術產出目標之代表、三是同時考量稅後損益與專利核准量作為綜合產出目標。

During 1993 to 1997, UMC spun off its own research & design departments to form independent companies, including MediaTek, Novatek, ITE, AMIC and Davicom. In line with industry trends and to maintain its competitive edge, after acquired by UMC in 1998, Holtek Semiconductor concentrated its efforts in the field of IC design and transformed itself as a fabless provider of microcontrollers. Using the CCR, BCC, A&P, and D&G models of the DEA (Data Envelope Analysis) methodology, this research compared the operating performances of IC Design Spin-offs of UMC: Mediatek, Novatek, ITE and Holtek, over the years from 2000 to 2004. The DEA methodology can compare the relative operating efficiency of these four companies based on multiple operating performance outputs with respect to multiple resource inputs. Three input parameters considered in this study were R&D expenses, depreciation, and number of employees with Master’s degree or PhD. Net Income is used as a measure of the financial outcome, and the number of patents is used as a measure of the technical accomplishment. The two output parameters were analyzed by DEA together to demonstrate the ranking of the joint output efficiencies of the four companies. The two output parameters were also analyzed separately to compare only the financial efficiency and only the technical efficiency of the four companies.