東柏林圍牆倒塌，金磚四國崛起，使得第三世界國家的經濟能力大幅提升，對能源及石化產品的需求也日益增加，促使全球對石化產業之投資大幅暴增且投資規模也較前期更大。為能加速獲利，業主經常要求統包工程公司能縮短1/3之工期。因此，統包工程公司需不斷研發及創新，並使用有別於傳統模式之作業方法，才可達成此縮短工期之目標。 近年由於電腦軟硬體進步神速及網際網路之普及化，提供了一個資訊交換的新環境。許多跨國作業、同步工程之應用系統紛紛被提出，但仍無法有效解決當前之問題，反而形成許多自動化孤島之資訊作業。 本研究主要目的在於探討如何利用先進資訊科技技術與國際共通的資訊標準規範，建立製程工廠統包工程所需之「建廠資訊生命週期管理」系統，將重要資訊予以電子化、結構化及標準化。透過電腦網路通訊及資料庫技術，使建廠過程能提供優良資訊品質，供參與建廠人員能透過此透明化之系統，使資訊得以整合與共享，確保資訊品質之完整、正確及一致性。 建廠工程之作業有許多不同的階段，本研究擬針對「建廠資訊生命週期管理」系統提出完整之規劃架構，但因本系統相當龐大，無法於短時間內完成全部之系統雛型，故，本著「Think Big, Start Small, Scale Fast」之理念，本研究將先對產製最多資訊之設計階段先行建立系統雛型，作為示範性之先導開發工作。本研究所獲得之主要結論如下: 一、 導入標準資訊規範是正確途徑 二、 為縮短建廠時間，需建立資訊整合與共享環境 三、 要提升統包工程公司之競爭力，需建立全球化作業平台 四、 要提升資訊品質需將文件中心轉變為資訊中心 關鍵字: 資訊生命週期管理、製程工廠、統包工程、圖形交換標準 建廠資訊交換標準、建廠工程活動、資訊品質、標準資訊規範 / The 3rd world economy has been largely improved resulting from the collapse of the Eastern Berlin wall and the rise of the Brics. Since then, the investment in the petroleum/chemical industries is increased triggered from a strong demand of the energy and petroleum/ chemical products. To expedite the profit return, the clients will usually request the turnkey project company to condense the plant’s engineering time to at least 1/3 of the original scheduled. Therefore, the turnkey project company needs to continuously engage in its R&D and create an innovation method different from the traditional one to fulfill with clients’ expectation. Owing to the rapid progress of the hardwares and softwares together with the popularity of the internet, it provids a new environment for the information exchange. Although numerous applications for global operation and concurrent had been announced, it still couldn’t resolve the existing problems, instead, it caused another problem and leads the information to the Islands of automation. The purpose of this study is to find out how to utilize the advanced information technology and worldwide standadized information specification to establish a 「Plant Information Lifecycle Management-PILM」system for the Process Plant. It is the hope that through the aforesaid system, user can transform their important information into a electronic、structured and standadized formular. In addition, by using the Internet communation and database technology, it can help the user to integrate and share information through this transparent system and ensure the completeness、correctness and consistency of the information quality. There are many phases in the plant engineering operation. Although this study is striving to provide a complete designing framework for the system of 「Plant Information Lifecycle Management」, however ,it is definitely impossible to complete the whole system prototype for this huge system during such a short period. Therefore, this study will focus only on the “Design Phase” based on the core principle “Think Big, Start Small and Scale Fast”. Most of the information will be emerged during the Design Phase, so that, a system prototype for this phase will be designed as an initiative development model. The major conclusions for this study are as follows: 1. The international standards should be adopted by the Turnkey project company. 2. To reduce the plant engineering time, an integral and share environment (the PILM system) should be built. 3. To enhance the competitiveness of the Turnkey project company, a global application platform (i.e. The PILM system) needs to be established. 4. To lift the information quality, the document centric needs to be transformed to data centric. Keyword: ISO 10303, STEP, ISO 15926, Plant Information Lifecycle Management , UML, EPC(Engineering/Procurement/Construction), Turn-Key

根據Display Search統計資料指出，從2007年到2011年，直至2015年的預估需求，觸控面板的需求量一路呈現成長的趨勢。短短幾年間，原本應用於軍事用途與大型工業設備的觸控技術，因智慧型手機的帶動，成了消費性電子產品的新寵兒。隨著觸控式面板的水漲船高與技術的快速進步，消費者體驗到用前所未有的人性化與方便性，觸控面板之應用不只停留於手機，將持續擴張，發展更多元化的用途，展望未來，觸控面板技術將無所不在，提供終端使用者更簡單輕鬆的直覺操作，可望成為人機介面的主流輸入方式。 「滿足目標市場」、「為顧客創造價值」是產業鏈上所有廠商都應共同擁有的目標，不應只有一般認為最接近消費者的品牌廠商才需要將眼光集中於消費者市場；加上司徒達賢(2005)提出網絡定位策略（Network Strategy），產業鏈中成員所分配到的利益取決於其在價值遞送系統（Value Deliver System）中的重要性，意即不論上、中、下游廠商都必須想辦法增加其不可取代性、設法提升自己對於最終產品的附加價值。本研究以台灣全球聞名之科技產業為例，從產業上游廠商的角度出發，探究製造廠商與最終消費者之間的關係，並主要將目光聚焦於「技術供給」與「市場需求」兩者間的互動結果。創新活動推拉力量的研究，也可以說是製造商力量與消費市場力量的探討，Bapista(1999)相關文獻中也曾提及，未來研究方向應聚焦於「技術供給」與「市場需求」兩者間的互動結果。另外，基於第二章文獻探討之成果，將「最終消費者」個體的創新產品採用歷程、決策過程與總體消費大眾的擴散模式設定為已知、預設（Given），繼續探討消費市場的訊息對產業中的製造、代工廠商之寓意，研究結果做出差異的比較。 再則，專注討論最終消費市場的訊息之獲取，對一家製造廠商來說，是否具備意涵，若答案為肯定的，製造廠商未來是否應考量投入資源以瞭解消費市場之脈動，以為內部之技術發展方向提供參考，也就是探討外部消費者之資訊是否能對企業的營運產生幫助，結合內外資訊以達改善產業價值鏈中地位之目的。 本研究之目標為提供台灣眾多製造商、代工廠商管理新思維，以往這些製造商、代工廠商在產業鏈中的位置被定義為滿足品牌商之工廠，產品主體由其製造，但在價值中所分配到的利益卻是最低的，無法與發展品牌、實際接觸面對最終消費者之大品牌商抗衡。但實際上，在消費市場瞬息萬變的現今，反應速度是成敗關鍵，若是依循傳統的模式，品牌商將消費者需求與資訊層層回傳給製造商、代工商，再將技術、產品做修正回應市場，絕對不足以快速回應消費市場之變動。若身為產業中、上游之製造商能增家組織通透性，與產品實際使用者多接觸，率先預測與瞭解其未被滿足需求與脈動，結合品牌商沒有的技術知識，將能提前改良技術、提出創新技術。希望藉此改善製造、代工廠商常犯的技術短視症，目光如豆的聚焦於自身擁有的技術已不適用，必須時常與外界環境、消費市場接觸，以調整技術發展方向，符合未來需求。 與品牌商之緊密結合，例如共同研發，提昇上下游之合作程度，雖然也是獲取消費者資訊的管道之一，但品牌商仍掌握較大控制力量。另外，從個案的例子中也得以見得，單一行銷部門之強大，沒有其他單位之配合、共同發展，也無法使組織整體績效提昇。 觸控面板市場目前朝早期大眾及晚期大眾之主流市場邁進，上有許多成長空間，在Moor（1999）提出之競爭定位羅盤中顯示，代表由產品為基礎的思維必須轉變成以市場為基礎之價值轉形期，也就是為因應大眾市場之使用需求，需充分瞭解實際使用者之需求，以改良產品，正好呼應改良技術短視症之觀點。

論文摘要 台灣半導體產業協會（2005）對台灣主要IC公司營運狀況所做的調查統計結果所發表「台灣半導體產業對國家的貢獻」研究報告顯示：IC產業無論在產值、營運附加價值、創匯收入、投資、政府投資獲利、所帶動的週邊效益…等，都有穩定到持續成長之表現，為台灣深具競爭力之產業。在先進半導體製造技術進步之下，「智慧工廠自動化」技術成為半導體製造廠商的核心能力的重要部分。根據資策會市場情報中心的1998年分析研究，「智慧工廠自動化」系統技術創新屬於「系統整合」類型的軟體創新。 本研究主要採用文獻探討以及個案訪談作為主要的研究方法，先藉由文獻探討建立起論文整體之架構以及相關理論之說明定義所需探討之研究變項，之後再透過台灣半導體製造標竿企業的六個系統整合專案訪談加以實證。本研究以研究「系統整合專案類型」、「技術知識特質」、與「組織架構特質」對「系統整合創新平台」的關聯，來探討台灣半導體智慧工廠系統整合軟體開發的管理作為，說明所觀察現象的具體意義，以及背後的思考邏輯。而可得到以下初步之研究結論： 一、系統整合專案類型與技術知識特質 1.不同的系統整合專案類型，有不同的技術知識特質。製程發展攸關類型專案，技術知識的多元性較高。資訊系統改造類型專案，技術知識的內隱性較低、多元性較低、標準化程度較高、路徑相依程度較高。 2.製程發展攸關專案在不同階段可能因應技術開發標的不同，會有不同的技術知識特質。早期發展階段將現有的作業流程「自動化」，所以技術知識內隱性為較低。在後期發展階段以採用新技術使系統「智慧化」，所以技術知識內隱性為較高。 二、技術知識特質與系統整合的創新平台 3.系統整合專案的技術知識的內隱程度差異，使外部知識的來源有所差異。系統整合專案的技術知識的內隱程度愈低，外部知識的來源愈傾向專業廠商。系統整合專案的技術知識的內隱程度愈高，外部知識的來源愈傾向大學等研究機構。 4.系統整合專案的技術知識的多元程度愈高，使用者參與程度愈傾向「共同開發」。多元程度愈低，使用者參與程度愈傾向「交付模式或是隔牆交易」。 三、組織結構特質與系統整合的創新平台 5.台灣半導體製造業隨著組織正式化的程度提高，傾向將跨部門的整合溝通活動，予以正式的組織化。這些組織的成員也是來自各個知識領域。 6.在台灣半導體製造企業內的正式組織與臨時性的專案組織之間，選擇「虛擬組織」結構以吸收、創造、積蓄、與擴散重要的跨部門技術知識。 四、其他發現 7.整合跨部門知識領域來創造出新的知識，進而由新知識來創造出新的軟體系統。 8.製程發展攸關類型系統整合專案之技術知識內隱程度愈低，使用者需求定義書對於專案的成功就愈重要。反之，技術知識內隱程度愈高，使用者需求定義書對於專案的成功就愈不相關。 關鍵字：半導體製造、系統整合、智慧工廠自動化、技術知識特質、組織結構特質、創新平台 / Taiwan Semiconductor Industry Association (2005) delivered a report “The national contribution of Taiwan semiconductor industry”, which claimed that IC industry is very critical to Taiwan economic growth and a very competitive industry in the world. In 2004, Taiwan was the first in IC foundry industry with more than 70% market share, the second large cluster of IC design houses with market share 28.2%, and the third in the DRAM industry in the word. In recent years, “Intelligent Fab Automation” technology has become the crucial component of the core competence of nanotechnology IC manufacturing. Based on the software classification of 1998 Institute for Information Industry, “Intelligent fab automation” is one kind of “System Integration” computer software innovation. It includes the advanced Manufacturing Execution System (MES), Advanced Process Control (APC), Advanced Material Handling System (AMHS), equipment automation systems, Engineering Data Analysis (EDA), and etc. “Intelligent fab automation” builds up the proprietary manufacturing capability. This thesis attempts to take an exploratory study of the relationship between characteristics of system integration project, characteristics of technological knowledge, characteristics of organization structure, and innovation platform on the benchmark semiconductor company in Taiwan. This thesis adopts reference and case study as the main research approach. It sets up the thesis whole structure by reference and relevant theories to define the factors. Afterward, to demonstrate the thesis structure by interview six system integration software projects of that company. There are primary figures found in the thesis： 1.The relationship between characteristics of system integration projects and characteristics of technological knowledge a)Different kinds of system integration projects have different characteristics of technological knowledge. The manufacturing-process relevant system development projects associate with high degree of technology diversity. The IT system reengineering projects associate with low degree of technology diversity and manufacturing technology advance. b)The manufacturing-process relevant system development project consists of different development stages that have different technology development targets. In the early stage, the development target is procedure automation with codified technology knowledge. In the later stage, it turns to intelligent system with tacit technology knowledge. 2.The relationship between characteristics of technological knowledge and innovation platform a)Different kinds of system integration projects have different types of project organizations. The IT system reengineering projects tend to adopt the “Function Team” to operate, but the manufacturing-process relevant projects tend to adopt a team type between the “Heavyweight Team” and the “Lightweight Team”. b)The IT system reengineering projects are not different from the manufacturing-process relevant projects in their joint problem resolution ways. They both tend to adopt “Experiments and Prototypes”. Projects with higher degree of tacit technology knowledge tend more to adopt prototypes and experiments to resolve problems jointly. c)System integration project with codified technology knowledge tend to collaborate with professional software house. However, those projects with tacit technology knowledge tend to collaborate with research institutes, such as university labs. d)Projects with higher technology diversity require more the end-user management and IT management to conduct the project vision together, and project team will consists of more different kinds of skills. Project manager tends to hire a manager with T-type or A-type management skills. e)Degree of technology diversity determines degree of user engagement in development. Projects with high degree of technology diversity tend to engage user in the joint development mode. Projects with low degree of technology diversity tend to engage user in the “Offering Mode”. f)All project teams tend to share knowledge internally through the “project meeting” regularly. g)If there is no sound industry standard, Taiwan semiconductor manufacturing company tends to define its own internal standard in order to reduce development cost. 3.The relationship between characteristics of organization structure and innovation platform a)High degree of organization formalization associates with the effort to formalize the communication and coordination activities across organizations. b)High-Tech manufacturing company tends to establish the virtualized organization before a formalized organization to absorb, create, accumulate, and diffuse cross-function technology knowledge. c)High degree of organization formalization associates with “structural” intenal knowledge sharing sessions. 4.Others a)New technology knowledge development leads to new system development. b)URD (User Requirement Definition) document becomes less important for the new system development projects, which associate with tacit technology knowledge. So does for project success. There are primary recommendations for managers in the relevant high-tech manufacturing industries: a)Understand that characteristics of technology determine technology innovation behaviors. b)Develop the manufacturing-process relevant technogies in the step-by-step approach - “procedure standardization”, “procedure automation”, and “intelligent system”. c)Encourage prototyping and experiements. d)Practively develop leaders with diversed skills. e)Follow or build the internal technology standards. f)Establish the dedicated organization to absorb, create, accumulate, and diffuse cross-function technology knowledge. g)Choose the software development model carefully. Keywords: semiconductor manufacturing, system integration, intelligent fab automation, characteristics of technological knowledge, characteristics of organization structure, innovation platform

為了在競爭的環境中生存甚至是成長，企業可能會採取外包策略，請外部廠商負責處理非核心業務，而專注企業之有限資源於具有核心競爭力的活動。如何選擇外包廠商對於外包策略的執行成效有深切的影響，因為外包廠商會直接影響到企業價值鏈的最終產出結果。因此，本論文採取個案研究法對三家跨國公司進行深度訪談，以了解電子業之品牌廠商對於委外代工廠（製造服務供應商或研發製造服務供應商）的選擇程序與評估項目。 根據研究結果，本論文提出一套一般性的委外代工廠選擇程序。依照所考慮的委外代工廠種類之不同，該選擇程序建議五至六個階段（Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making），同時建議各階段應考慮的評估項目。本論文亦根據研究結果，對於欲建立委外代工廠選擇程序之品牌廠商以及委外代工廠提出相關建議。 / In order to survive and even to grow in the competitive environment, enterprises may adopt outsourcing strategy to focus on their core competency and to have external suppliers to handle the other activities. How to select a proper outsourcing supplier is very critical to the implementation of outsourcing strategy because outsourcing suppliers will affect the final outcome of the whole value chain very much. Therefore, this thesis studies in the electronic industry to understand the process and evaluation criteria of original equipment manufacturers (OEMs) to select contract manufacturers (which are electronic manufacturing services, EMS, providers or original design manufacturers, ODMs). Case study is applied as the research method and three multinational companies are in-depth interviewed for this study. Based on the research results, a general contract manufacturer selection process is proposed. This general process has five to six stages (Market Research, General Survey, Specific Survey, Trial Run (optional), Verification Survey, and Decision Making), depending on the kind of contract manufacturers under consideration. Corresponding evaluation criteria are also recommended for usage in each stage of the selection process. According to the research results, recommendations are made for OEMs which are planning to establish a contract manufacturer selection process and for contract manufacturers which are being surveyed.