在知識經濟時代下，企業競爭優勢之來源不單單是有形資產，而是企業內部的制度、人力資源、創新等無形資產，即為智慧資本，因此外部資訊使用者所關心的不再只是企業所擁有的有形資產，更包括企業所擁有的智慧資本。 但是，企業應該有一個明確的目標、策略，才能讓企業能夠因應環境，確保其在市場上之地位。除此之外，企業還必須要有一套完善的管理制度來加以管理，讓企業能夠有效率地創造與累積公司所需之策略性智慧資本。 本研究採個案研究法，再輔以問卷分析加以支持。以我國兩資訊電子產業為研究對象，探討在代工與自有品牌模式下企業所重視之策略性智慧資本及其相關管理制度為何，以及有何異同，經整理分析，做出以下三結論： 一、在代工或自有品牌不同的經營模式下，其所重視之策略性智慧資本有其相同與相異之處。 二、不論是代工或自有品牌模式下，所重視之策略性智慧資本皆與其公司策略有密切之關連。 三、採取不同策略之兩個案公司，由於所欲累積之策略性智慧資本各有異同，因此所採取的管理制度有相同處亦有不同處。 / Intellectual capital — the internal system, human resources, innovation and intangible assets — is the new source of competitive advantage in the information age. The source of corporate competitive advantage is no longer the tangible assets of companies. However, enterprises should have clear objects and strategies to response the environment to ensure its position in the market. I addition, enterprise also should have a management system to create and accumulate strategic intellectual capitals which required. This study adopts case study method and is assisted with questionnaire survey analysis in order to obtain more objective information. This study takes two technology enterprise as the object company to discuss what is the strategic intellectual capitals and their management system and what difference between them in the mode of OEM and OBM. According to the result of case analysis, the research claims three conclusions in response to the research questions. Meanwhile, we also propose some relevant suggestions, and state research limitation and direction in future. 1. In the mode of OEM and OBM, the enterprise focus on some same and difference intellectual capitals. 2. In the mode of OEM and OBM, the strategic intellectual capitals are closely related with their strategy. 3. The two companies take different strategies so the management system also different.

本研究的進行期間，正處於台灣電腦代工業的成長趨緩時期，然而隨著中國逐漸承接起「世界工廠」的角色，兩岸早已由垂直分工進入水平競合的階段，且競爭的比重愈來愈高。過去我國製造業能夠迅速崛起，主要是因為勞動力成本、原材料成本以及土地取得成本等資源所構成的比較成本優勢，然而這些成本優勢卻逐漸在消失中。 本研究探討之問題為總體環境變化對代工企業的影響?以及代工企業對環境變化的回應對策？主要是希望能夠擺脫傳統製造思維，從核心資源的角度來探討台灣電子代工廠面對工業4.0的浪潮，該如何調整營運模式，找尋最合適的轉型策略。 透過案例分析，本研究針對代工廠的轉型策略提出以下幾點建議：一、導入自動化生產，進一步提高生產效率以及降低生產成本。二、全球製造板塊移動，代工企業從生產製造走向技術服務，善用以人為中心的技術與服務，致力於發展關鍵技術。三、轉型勢在必行，調整策略符合市場需求，將技術導向的研發轉向消費者導向的創新，開創產業的新價值。 / The timing of conducting this study is that EMS providers in Taiwan encounter the slow growth of market demand as well as China’s taking over the leading role of the world factory gradually. Moreover, the conventionally vertical Taiwan-China collaboration turns out horizontal competition increasingly. Over decades, thanks to competitive advantages of relatively low labor cost, raw material cost and land acquired cost, Taiwan PC manufacturing providers dominated in the market. However, the previously-mentioned advantages are approximately disappearing. The objectives of this study are to discuss the potential impact of macro-environment change to electronic manufacturers and their counter actions to the impact. Hopefully, these players can not only cask off conventional manufacturing stereotype but also search optimal transformational strategies through core resource approach to embrace the waves of Industry 4.0. By demonstrating some cases, the suggestions of transformational strategy for Taiwan EMS providers are as follows: firstly, the introduction of manufacturing automation and then the improvement of manufacturing efficiency and cost reduction; secondly, turning past-manufacturing-centered toward human-centered technologies and services, dedicated to developing critical technologies; lastly, initiating meeting market-needed strategies, shifting technology-driven research and development to customer-driven innovation and creating values of the industry.

「台灣的代工製造產業應該如何發展」的問題，是困擾PC產業的管理難題，特別是在公司面臨產品成熟、訂單驟減、毛利下滑的時刻。所有台灣的代工製造產業亟思轉型的方法和方向，但是轉型到的新的產品市場或產品也是非常複雜、動態、多重因素多相互依存及影響。屬於複雜難解的問題(Wicked Problem)、問題本身都還需要定義及釐清。本論文將列出想解決的議題並定義為服務設計的議題。 因此本研究的服務設計議題(Service Design Challenge)可定義如下:「以服務設計思維建構專業代工緯創的未來」。本論文經由訪談傳統PC產業的品牌公司、IC供應商、作業系統公司和工業PC的公司，研究過程藉由運用服務設計(Service Design)手法並發掘洞見(Insights)與價值，據此將真正符合客戶需求，在找出表面及深層需求後、設計新的服務模式，得到其反饋之後再修正設計；接著結合最新科技趨勢，例如：物聯網、工業4.0、感測器和機器手臂，以提供客戶安心的代工服務；最後希望藉由改變運營模式，達到緯創成功轉型的目標。 雖然新的科技尚未成熟，只要方向正確，這些模式或能力成熟後，可以快速讓公司保持彈性，能充分利用的資源，進行個別化差異設計。 / “How to develop the ODM (Original Design Manufacturer) industry in Taiwan” is plagued by PC industry management problems, especially for those companies facing product maturity, orders plummeted and the decline in gross margin. The ODM in Taiwan is trying to change the way and direction, but the transition to the new product market or product is very complex, dynamic and involves multiple inter-dependent factors. It is a complex problem (Wicked Problem), and the problem itself also needs to be defined and clarified. The aim of this thesis is to address and define the issues through the lens of service design. Therefore, our Service Design Challenge Problems can be defined as: “The Future of Wistron through the Service Design Lens". This thesis, through interviews with traditional PC industry brand companies, IC suppliers, operating systems companies and industrial PC companies, adopts the research process of the service design approach and explores the insights and value, which will truly meet Customer needs, identify the surface and deep demand, attain the design of new service model, and integrate the latest technology trends, such as Internet of things, industry 4.0, the sensor and the robot arm, in order to provide customers with reliable and assured ODM services. Our final hope is to change the operating mode and achieve a successful Enterprise Transformation of Wistron. Although the new technology is not yet mature, as long as the direction is correct in light of these models or abilities to mature, the company can remain flexible, make full use of resources, and create individualized design differences.

美國聯邦最高法院廣達v.LG案的判決結果，再次確認「專利權耗盡原則」之適用原則及標準。被告廣達電腦乃為台灣資訊代工產業的龍頭，該判決除了限制專利權人對產業鏈的不當控制外，也將影響整個產業供應鏈對於專利風險的承擔及專利授權策略。廣達案除了建立「未完成品足以體現專利物之必要特徵，且唯一用途係該專利物」及「方法權利項」適用專利權耗盡的重要標準，但也留下「附條件銷售或授權」合法性的爭議。在廣達案後續判決，對「專利權耗盡原則」的詮釋及適用，更值得加以重視。台灣資訊產業在產業供應鏈多居於「製造或組裝」角色，卻受制於上游關鍵元件的強勢及品牌客戶的訂單壓力，而被迫必須承擔產品引發的所有專利侵權的風險。如何善用廣達案及後續各國相關判決，將有助於台灣資訊代工廠商處理國際專利爭訟、專利授權等議題，並做為專利侵權抗辯手段的參考。 本論文首先從經營策略及代工模式，探討台灣資訊代工產業發展與面臨的困境。其次，從專利權與專利侵害的法律規範，到專利權耗盡原則的法理基礎做一完整論述，加以美國先前相關案例的整理及類型分析，對「專利權耗盡原則」的理論與發展做一完整的探討。更進而整理廣達案判決後美國、中國大陸及台灣重要案例，探討「專利權耗盡原則」在其專利法制及實務案例的適用及影響。接著，探討在「契約自由原則」與「專利權耗盡原則」的衝突與調和下，其對於專利授權實務的操作及影響。最後，整理台灣資訊代工產業的代工類型化與廣達案前後美國、中國大陸及台灣權利耗盡重要判決之關聯性，並提出看法及建議。本文初步結論，美國法院案例可初步解析侵權風險及專利權耗盡的適用，並在專利授權談判可提出有效因應條款。廣達案後，美國各級法院均大致遵守此一判決先例，惟中國大陸及台灣法院實務判決仍未完全採取美國的判斷原則。對於後續的研究建議，新興3D列印科技發展及應用，其引發的複雜智慧財產權及「專利權耗盡原則」適用的爭議，確實值得重視。 / Quanta v. LG reaffirmed the applicable principles and standards of the "patent exhaustion principle". As the Quanta plays the lead role in Taiwan’s Information ODM/OEM industry, this US Supreme court’s decision not only limits the patent holder improper control of the industrial chain, but also affects the entire supply chain face the risks and patent license strategies. Quanta establishes the index that "unfinished finished enough to reflect the essential features of the patent and the sole purpose thereof " and "method claim" apply to patent exhaustion. However, "conditional sale or license" is still controversial. Therefore, the Post-Quanta interpretation is worthy of attention. Taiwan's IT Industries most account for the role of "manufacture or assembly" in the supply chain. Subject to the upstream suppliers of the key components or downstream brand customers, they bear all risks caused by infringement of patented products. The Quanta case and its post development will help Taiwan Information foundries to deal with international patent litigation, patent license and etc., and take it as a means to defend against patent infringement claim. Firstly, this thesis explores the development of Taiwan's information ODM/OEM industry and the difficulties of its business strategies and ODM/OEM models. Secondly, it turns to discuss the development of the "patent exhaustion doctrine", and then reviews US critical cases of "patent exhaustion doctrine". In addition, it analyzes post-Quanta cases of the United State, China and Taiwan to discuss the application and impact of the "patent exhaustion doctrine". Furthermore it explores its operation and effect on patent license practice under the conflict and reconciliation of "freedom of contract" and "patent exhaustion doctrine". Then, it identifies Taiwan’s information OEM/OEM industry in a variety of models and associates the models with the important cases of the United States, China and Taiwan regarding patent exhaustion, and makes remarks and suggestions. Finally, this thesis preliminarily concludes that US court cases basically resolve the risk of infringement and patent exhaustion application, and patent license negotiation may be made to respond effectively to the situation. After Quanta, US courts are substantially in compliance with this precedent judgment, but not for China and Taiwan. For subsequent study suggestion, it is worth attention about dispute of the emerging 3D printing technology development and application, which link complex intellectual property rights and the application of "patent exhaustion doctrine".

近年來台灣製造業委外代工至大陸已是十分普遍的現象。從國外購買中間財貨、到國外設立跨國公司、購買國外製成品以國內的品牌進行銷售、或到國外找尋特殊投資關係合夥人等，都包含在委外代工的定義內。委外代工帶來了二個值得探討的議題：第一是委外代工對勞動市場的影響，包括失業問題和相對薪資的變化；第二，委外代工和經濟邊緣化問題之間存在尚未澄清的關聯，例如委外代工是不是會導致台灣經濟邊緣化、產業空洞化？因此，本論文分成兩大獨立的結構分別討論上述問題。 關於委外代工對勞動市場的影響，文獻上大多觀察下列現象（Feenstra and Hanson, 1995; Wood,1995）：製造業的就業規模是否縮減、整體製造業的技術勞動就業比例是否逐漸增加、整體製造業的非技術勞動就業比例是否逐漸下降、以及技術勞動和非技術勞動之間的薪資差距是否也逐漸擴大（反應出就業比例的改變）。本文對台灣的勞動市場進行研究，的確發現上述現象的產生。根據研究結果顯示，政府沒有理由限制傳統產業外移到大陸，反而要創造更好的高科技環境，積極地留住台灣的高科技產業。亦即，不同的產業需要不同的產業政策加以因應，雙向產業政策將是需要的。例如傳統產業，政府可以將政策提升到「委外代工國」的立場考量，讓獲利率低、生產不效率的產業委由大陸製造；對高科技產業政策政府則可試著採取「被委外代工國」的立場，積極創造更科技的產業環境，留住台灣科技產業和保住台灣科技產業代工王國的版圖。 對委外代工與台灣邊緣化議題的探討，主要源起於泛藍和泛綠在兩次總統大選中的兩岸政策的爭議─是否要「三通」。事實上，針對台灣是否會被邊緣化兩大陣營均尚未整理出一個完整的說明。透過Krugman and Venables（1995）模型闡述可以清楚地了解：邊緣化只是運輸成本下降的一個過程，不會是最終的結果。同時，運輸成本的下降並不是會造成邊緣化的唯一決定因子。產業關聯性和產品之間的替代程度都扮演相當重要的角色。因此，對不同產業設定特定政策才能達到抗邊緣化的效果。 / Outsourcing is the current trend between Taiwan and Mainland China in recent decade. Inclusive of importing intermediate inputs, setting up multinational firms, purchasing final goods produced abroad, outsourcing brings two topics worthy to discuss. My thesis is structured into two independent projects: one is to discuss the effects of outsourcing on unemployment and changes in relative wages, and the other focuses on the issue of whether outsourcing leads to Taiwan deindustrialization. The main findings in the first project are consistent with the major conclusions suggested by several studies（Feenstra and Hanson, 1995; Wood,1995）that: declining share of manufacturing employment in total employment, increasing share of skilled workers’ in total manufacturing employment and in total wage bill, while the converse in unskilled workers. Therefore, we have no reasons to limit the unprofitable and traditional industries to move out. What we should do is to develop and expand the higher-skilled sector and to encourage high-technology industries to upgrade the production with the most comparative advantage. Different industrial policies applicable to different features of each industry are necessary. To announce a rough and uniform policy will probably do more harms than goods. What unearthed from the second project is that concerns of economic periphery voiced by Pan-KMT and Pan-DPP alliances did not tell the full story. Krugman and Venables（1995）can be applied to show that economic periphery is just one of the points in the process of a dynamic development with reducing transportation cost. Besides, transportation cost is not the only contributor to “core and periphery” pattern. Share of intermediate input and elasticity of substitution for manufactured goods are also playing important roles. Therefore, different industries should be applicable for different policy arrangement.

近年來，『自有品牌』一直是熱門的話題。但在同步發展代工業務與品牌業務之時，卻看到許多高科技企業最後面臨代工與品牌必須切割的決定。過去已有宏碁分割代工成立緯創科技，及友訊分割代工業務成立明泰科技。為何代工與品牌不能並存？可並存的原因為何？此為本研究主要探討的問題。 本研究針對國內網路通訊領導大廠—友訊科技＆明泰科技，及多媒體軟體產業績優企業—訊連科技，針對品牌與代工可否並行的議題進行探討。個案公司分別代表著硬體及軟體產業，均曾經或正在同步經營代工與品牌業務。代表硬體產業的友訊科技在代工與品牌業務共存七年之後，最後選擇分割代工成立明泰科技，友訊科技則專注於品牌。整理出其代工與品牌的衝突原因如下： 1. 品牌與代工客戶的終端市場客戶相同，產品類似，造成直接衝突 2. 品牌市場的發展造成代工客戶的疑慮 3. 需投入大量資金兼顧品牌和代工 4. 內部資源分配嚴重衝突，造成品牌業務發展遲緩 5. 代工與品牌追求之目標與核心能力不同 而代表軟體產業的訊連科技，目前代工與品牌業務同時進行下，強調無分家的必要，分析出的原因如下： 1. 代工與品牌市場之終端客戶不同，產品不同，無衝突情況產生 2. 代工客戶觀感：對訊連品牌發展不反對 3. 產業特色：軟體產業價值鏈較短，所涉入的環節較少，故資源衝突上較少。且位於價值鏈上游，屬於零組件供應商，為代工客戶的供應商之一。 4. 品牌屬性：軟體產品品牌屬於要素品牌，與代工客戶品牌不易起衝突。 5. 產品特性：軟體產品具不易模仿性及多樣化的特色，且軟體代工產品和自有品牌產品實為同一原始碼所發展出來，產品本身具有不可分割性。 台灣高科技產業的代工與品牌議題，其源由來自代工客戶反對廠商發展自有品牌，因市場上有利益衝突及競爭。以內部組織來看，若此兩種業務處於同一組織架構下，會產生資源分配的衝突。故本研究建議，若高科技廠商的代工客戶市場與自有品牌市場為相互競爭的狀態，最好是將代工與品牌以不同的組織形式分隔，才能解決最終衝突問題。如中小企業因資源有限與營業規模限制，無法做切割分隔。本研究給予的建議是盡量做好『區隔』--可分成市場與資源區隔。此外，若企業為零組件供應商想要發展自有品牌，則可從發展『要素品牌』開始做起。

近年來服務創新風起雲湧，由服務科學在世界研究之進展，可以看出「服務科學」將成為下一個熱門學科的風潮。國內外著名大學或研究中心投入甚多資源於服務科學之研究與人才培育，就算是製造業，對於服務的提供亦是相當重視，希望透過服務增加價值、強化競爭力，以利與同業進行對抗。因此在現今服務相關的學術領域中，如何透過服務創新以強化競爭力就變得是重要的議題。 本研究以服務創新為架構針對流程差異化進行探討，選擇我國筆記型電腦代工產業進行研究，期望能幫產業找到出路，也為服務創新開創新猷。我國筆記型電腦代工產業由於對於國際大廠之忠誠度與服務滿意度均獲肯定，是故世界上有90%的筆記型電腦代工均是由我國廠商進行，本研究以服務創新解析筆記型電腦產業，進而了解其流程差異化對於競爭力之影響。 本研究將使用Rob Bilderbeek與Pim DenHertog等學者於1998年8月發表之論文中指出服務創新的四個構面進行個案撰寫，素材則是深度訪談與次級資料並用，個案的公司是我國筆記型電腦第一大廠－廣達電腦（Quanta），以及由研究者立意選的華宇電腦（Arima）與精英電腦（Elitegroup）。最後將產業分析與個案分析進行比對，做出本研究之結論與建議，並針對流程差異化在筆記型電腦產業所引發的服務創新相關議題進行省思。 / The service innovation in Taiwan has been thriving in recent years. With the development of service science, we can see its future potential to be the next trend of popular study. Many famous colleges and research centers all over the world invest a lot in research of service science and the cultivation of the experts. Even a manufacturing industry will put a high emphasis on its services. They hope to compete with their counterparts by adding the value and strengthening their competiveness through service. Therefore, how to strengthen competitiveness through service innovation has become an important issue. This research will use service innovation as a framework to discuss process differentiation, expecting to find much more profound thoughts of innovation services and then open a new gate for industry. Taiwan’s notebook computer fundry industry composes 90 percent in the world market thanks to the acknowledgement from global brand-names in terms of loyalty to the brand and satisfaction of service. This research will analyze the notebook industry from the aspect of service innovation and then the effect of process differentiation has on competitiveness. Rob Bilderbeek and Pim DenHertog’s essay in August 1998 discussing service innovation in four dimensions are used in my essay, which are: new service concept, new client interface, new service delivery system and technological options. Interviews in depth and secondary data will be used at the same time. The case studies included are Quanta, Arima and Elitegroup. Quanta have the largest scale in Taiwan notebook industry which may be resulted from their service innovation that enhances their competitiveness. Through their case, I hope to find the edge of those similar companies in Taiwan. To sum up, this research touches on the innovation services especially of notebook computer industry. Comparing industry analysis and case study can lead us to think about the following issues: whether service innovation is easy to be come up with, whether there are too many similar aspects in this industry, what competitive situation or custom can lead to such a desirable result, and how we can deal with the problem when there are too many people doing the same thing.

半導體產業自 1950/1960 年代創始以來, 即以高度垂直整合的型式存在. 電路設計, 製程技術開發, 晶圓製造, CP測試, 封裝, 以及 FT測試 都是在同一公司完成. 至今日為止, 雖然仍然有不少的高度垂直整合的半導體公司存在, 許多的半導體公司已開始轉向為較低度垂直整合的型式存在. 在現代的產業術語中, 這些不同的產業單位被稱為整合元件廠 (IDM), 輕晶圓廠公司 (Fab-lite), 無晶圓廠公司(fab-less), 晶圓代工(wafer foundry), 外包封裝測試公司 (OSAT), 等等. 半導體產業自高度整合的IDM模式走向設計與製造分離的商業模式是一個許多人有興趣探討的課題. 其中一項很明顯的因素就是半導體製程開發及產能建置所需的龐大資金所造就出的專業晶圓代工模式. 但是,當專業晶圓代工模式帶入大量的經濟效益的同時, 眾多的公司在半導體產業中跨公司的交易成本亦大量增加. 在本論文中, 作者試圖以個案分析的方法, 探討半導體產業中一家專業晶圓代工公司 (A 公司) 如何使用協同電子商務來降低與客戶之間的交易成本. Coase and Williamson為主所發展出的交易成本經濟學 (Transaction Cost Economics, TCE)為本論文提供了一個良好的理論架構. 這些專精不同的半導體公司(Firms)在半導體產業中(Market)交易(Transact). 當面對不同程度的交易障礙時, 都會努力使這些障礙降低. 本論文之目標是以 Coase/William的TCE為架構, 定性分析出晶圓代工產業的協同電子商務在降低交易成本的效益. 在針對Ａ公司的個案研究中，研究結果指出, 協同電子商務在降低監督成本上是相當顯著的. 其次為搜尋成本及訂約成本的降低. 效益較不顯著的則為違約成本的降低. / The Semiconductor Industry started out in the 1950/1960 time frame, in the form of highly vertical integration. Circuit design, process technology development, wafer manufacturing, circuit probe operations, assembly manufacturing and final testing operations were all performed within a company. Although vertically integrated semiconductor companies still have strong presence in today’s industry, many others have turned much less vertically integrated. In semiconductor industry’s jargons, these various entities are: IDMs (Integrated Device Manufacturers), Fab-lite, Fabless, wafer foundries, OSATs (Out Sourced Assembly and Test), etc… This phenomenon of the semiconductor industry going from being highly integrated towards being highly disintegrated is of interest to many. One of the obvious driving forces is the emergence of the wafer foundry segment in the industry due to the heavy investment in the process technology development and the manufacturing capacity build-up. Given the need for the tight collaboration among various semiconductor industry functions, this disintegration undoubtedly imposed much inter-company collaboration barrier along the value chain. In this paper, the study focuses on how a company (“Company A”) in the wafer foundry segment uses collaborative commerce to provide an integration platform for its trading partners to reduce the barrier of conducting business with each other. Transaction Cost Economy (TCE), a term coined by Coase and Williamson, provided an excellent research framework for this case. The barrier existing in these interdependent semiconductor companies along the value change can be viewed as “firms” in the “market”, while facing the significant barrier (transaction costs), looking for ways to maximize the profits for individual firms, and hopefully for the whole value chain as well. In short, this paper analyzes the qualitative effect of the collaborative commerce in a semiconductor foundry company in reducing the inter-company transaction cost within the Coase and Williamson TCE framework. Based on the case study of company A, the results indicate that Collaborative Commerce has significant impact on monitoring cost reduction. It also helps reduce the cost of searching and contracting. On the enforcement cost reduction, Collaborative Commerce plays a relatively weaker role. Key Words: Transaction Cost, Collaborative Commerce, Semiconductor, Foundry, Integration, Dis-integration

No description available.

本研究主要是探討台灣半導體產業中晶圓代工與動態隨機記憶體製造廠商競爭優勢有哪些？並且由價值鍵模型、市場-技術生命週期論著、策略矩陣模型、策略性資源模型及鑽石模型來探討。前面是以一般產業模型探討產業具有競爭優勢。 　　從產業現象中推理，歸納哪些具有競爭優勢條件，再經過模型加以應用、推導、驗證，更能使理論與實務相結合。 　　本研究運用Porter鑽石模型探討，找出每一構面因素的相關競爭優勢內涵。第一因素是生產要素，第二因素是需求條件，第三因素是企業策略、企業結構和競爭程度，第四因素是相關及支援性產業，第五因素是機會，第六因素是政府角色。之後依序探討各因素實際上在產業中成功因素內涵加以分析。並配合個案研究與個案深入訪談專家，依序分析國內最具代表性廠商所具有競爭優勢形成的因果關係，使得探討產業競爭優勢更趨完整。 本研究結果使得下列相關命題更具實質的意義。 1. （價值鍵模型）中探討產業競爭優勢、產業分工與群聚的效果。 2. （策略矩陣模型中）分析得知競爭優勢之基礎與條件。 3. （策略性資源模型）得知廠商組織能力培養與產品創新及有形資產之土地、廠房、設備購置時間之重要性。 4. （後進、先進地區市場-技術生命週期論著）：探討產業發展策略中進入成熟期時台灣晶圓代工與DRAM廠商在進入21世紀深次微米技術時，採取何種方式及步驟，保持競爭優勢。 5. （生產因素）資本資源探討，Venture Capital 投入，不僅止於資金挹注且提供經營資訊，銀行融資及推介策略性合夥人。 6. （企業策略、企業結構和競爭程度）國內該產業廠商之策略、管理型態及組織結構如：未來經營策略有合併、策略聯盟與競爭又合作方向，良好事業策略制定與執行影響廠商生存利基與競爭條件。 7. （機會）產業之機會，如國際IDM大廠製造轉移至台灣晶圓Foundry與DRAM廠商。3C商品整合趨勢，提高DRAM需求與掌握國際市場開拓能力，增加市場通路機會。 第一章 緒論……………………………………………………………… 1 1-1 研究背景與問題………………………………………………… 1 1-2 研究的目的……………………………………………………… 1 1-3 研究對象與範圍………………………………………………… 2 第二章 相關文獻探討…………………………………………………… 4 2-1 競爭優勢觀念之探討…………………………………………… 4 2-2 經營策略觀念之探討…………………………………………… 9 2-3 價值鍵探討……………………………………………………… 15 2-4 產業分析觀念之探討…………………………………………… 16 2-5 其他研究架構因素探討………………………………………… 22 2-6 相關理論架構模式之比較……………………………………… 23 第三章 研究設計………………………………………………………… 26 3-1 研究架構………………………………………………………… 26 3-2 研究流程………………………………………………………… 28 3-3 資料蒐集與分析………………………………………………… 29 3-4 研究方法………………………………………………………… 29 第四章 台灣半導體產業之晶圓代工與動態隨機存取記憶體競爭優勢探討…… 31 4-1 前言……………………………………………………………… 31 4-2 全球半導體產業發展現況與展望……………………………… 32 4-3 影響晶圓代工及DRAM需求因 ………………………………… 48 4-4 台灣DRAM製程技術及研發探討 -市場∼技術生命週期論…………………… 49 4-5 具競爭優勢生產成本與價格-價值鍵模型……………………… 54 4-6 專業服務導向與多樣化產品之競爭優勢-策略矩陣模型………… 56 4-7 專業晶圓代工與動態隨機記憶體製造-策略性資源模型………… 60 4-8 彈性經營管理強度與國際競爭能力…………………………… 70 4-9 整體績效改善與達成…………………………………………… 71 4-10 生產力與獲利能力之優勢……………………………………… 72 第五章 晶圓代工與動態隨機記憶體產業競爭力分析………………… 75 5-1 鑽石理論模型構面因素………………………………………… 75 5-2 生產要素………………………………………………………… 77 5-3 需求條件………………………………………………………… 95 5-4 公司實力、策略與競爭…………………………………………100 5-5 相關與支援產業…………………………………………………104 5-6 機會角色…………………………………………………………116 5-7 政府角色…………………………………………………………119 第六章 公司個案討論……………………………………………………126 6-1 個案介紹-聯華電子股份有限公司 ……………………………126 6-2 聯華電子公司策略性資源模型（一）…………………………130 6-3 聯華電子公司策略性資源模型（二）…………………………133 6-4 聯華電子公司「晶圓專工」策略-價值鍵模型………………136 6-5 個案介紹-台灣茂矽電子股份有限公司………………………138 6-6 台灣茂矽電子公司總體策略-產業價值鍵模型………………141 6-7 台灣茂矽電子公司策略性資源模型……………………………142 第七章 台灣半導體產業競爭優勢-Foundry & DRAM研究探討……145 第八章 結論與建議………………………………………………………161 參考文獻……………………………………………………………………164 附錄一訪談問卷…………………………………………………………169