半導體光電元件普及於各式各樣的電子設備與產品中，可說是支持現代工業社會迅速發展的基礎，因此半導體產業一直是相當引人注目之行業。一般而言，企業要尋求及建立相對優勢，以保有相對之競爭優勢，其可茲運用之策略眾多，價格差異化、強化本身與顧客之關係、發展品牌、提升顧客滿意度，均是可使用之方式。對半導體設備商來說，除了價格、品牌策略外，本研究認為顧客關係管理對於半導體設備商來說，是相當重要的一項議題，半導體光電設備供應商的供應鏈必須具有高回應性才能滿足客戶需要。透過個案研究，本研究系探討半導體光電設備商顧客關係管理之面向與策略，以及顧客關係管理對半導體光電設備商之影響。研究發現，透過顧客關係管理，半導體光電設備商得以在提升顧客價值、客製化顧客需求、降低顧客成本、模組化顧客溝通模式的目標下，利用整合顧客知識、建置顧客管理平台、建立顧客認同、以及公司高階管理者涉入的策略下，得以降低公司在取得新顧客時所需的成本，同時提高既有顧客忠誠度、提升產品競爭力、並提高銷售績效。 / Semiconductor industry is still a promising business in high technology, and the companies in this field have to seek and construct their strength and superiorities to retain the competitiveness. In the light of the distinct tactics of business, customer relationship management is quite an important issue for semiconductor equipment manufacturers besides price and brand image strategies. For the supply chains of semiconductor equipment manufacturers, only the high responsiveness of customer can bring the high satisfactions of customer. The purpose of study hence is to discuss the dimensions and the tactics of customer relationship management of semiconductor equipment manufacturers, and the effect of customer relationship management to the development of semiconductor equipment manufacturers through case study. As the results, semiconductor equipment manufacturers can improve their product competitiveness, customer loyalty, and the cost of getting new possible customers via the tactics of customer knowledge integration, the customer identities, customer management platform, and the involvement of high level manager under the multiple feasible targets.

為鼓勵廠商進行污染防治工作，政府提供投資稅額抵減、二年加速折舊、進口設備免關稅與低利貸款等獎勵措施，期望經由減低廠商污染防治成本，誘使其從事污染防治工作，進而達到環境保育目標。 本文針對政府所提供的投資稅額抵減、二年加速折舊、進口設備免關稅與低利貸款四項財務性優惠措施進行研究。研究對象為民國85~87年三年內曾向經濟部工業局申請過污染防治獎勵措施的廠商名單，採系統抽樣方法（Systematic Sampling）選取619家廠商作為本研究的問卷調查對象；而回收問卷的處理方式則以敘述性統計(Descriptive Statistics)與多元線性迴歸（Multiple Linear Regression）進行分析。本研究主要結論如下： 1. 就四項獎勵措施而言，廠商以投資稅額抵減的申請使用最高，其次為低利貸款、進口設備免關稅與二年加速折舊。 2. 廠商心目中對四項獎勵措施的偏好程度依序為投資稅額抵減、進口設備免關稅、低利貸款與二年加速折舊。 3. 政府若擬對獎勵措施有所更動，則多數廠商皆持反對意見，尤其以「取消投資稅額抵減」的反對聲浪最大，「取消二年加速折舊」則為反對聲浪最小。然而多數廠商認為獎勵措施變動不會降低其污染防治意願。 4. 根據複迴歸結果顯示，投資稅額抵減、進口設備免關稅與低利貸款獎勵措施對廠商的污染防治支出的確具有誘發效果。 5. 此外，大、中小企業的迴歸結果亦顯示，四項獎勵措施當中皆以投資稅額抵減的邊際效果最為顯著，至於進口設備免關稅獎勵措施則對大企業較有吸引力，而低利貸款則對中小企業較有吸引力。 從本文的研究結果可知政府所提供的污染防治獎勵措施確實具有誘發效果，故政府應繼續加強宣導其所提供的污染防治獎勵措施，期能增加廠商污染防治意願。 第一章 緒論…………………………………………………………………1 第一節 研究動機與目的……………………………………………1 第二節 研究範圍與方法……………………………………………2 第三節 本文架構……………………………………………………2 第四節 研究限制……………………………………………………2 第二章 污染防治經濟誘因措施……………………………………………4 第一節 世界各國污染防治之租稅誘因……………………………4 第二節 我國當前的污染防治獎勵措施與申請現況………………10 第三章 文獻回顧……………………………………………………………15 第一節 理論文獻……………………………………………………15 第二節 實證研究……………………………………………………18 第四章 問卷調查統計與實證分析…………………………………………26 第一節 資料整理……………………………………………………26 第二節 調查結果統計………………………………………………28 第三節 實證研究與分析……………………………………………48 第五章 結論與建議…………………………………………………………54 第一節 結論…………………………………………………………54 第二節 建議…………………………………………………………55 參考文獻……………………………………………………………………56 附錄一………………………………………………………………………61

科学研究費補助金 研究種目:基盤研究(B)(2) 課題番号:14350320 研究代表者:山下 哲郎 研究期間:2002-2004年度

設備供應商在顯示器產業的市場競爭與策略: 以應用材料為例 / Flat panel display (FPD) is one of the most booming industries in the past decade. It shows everywhere in our life, such as TV, smartphone, laptop, car display, and public display. In the FPD plants, the manufacturing equipment is the critical portion to determine the performance of the production lines. Equipment suppliers combine advanced technologies into mass production tools, and eventually boost the innovation of information technology. In this thesis we will discuss about the market of display industry and the equipment market, followed by analysis of the strategy of equipment suppliers. We will use Applied Materials as the case, to see what their strategy to keep the leading position in the competitive market for over 20 years.

面對快速變遷與競爭激烈的經營環境，企業爲突破經營困境，無不卯足全力做好體質的改善，強化競爭能力之準備，但欲達此目的須有一套有效的管理機制，如何找到一個能讓企業形成策略「方向感」與建立能力強化之「著力點」的經營改革手法，乃為本研究之目的。 綜觀國內外推動TPM(Total Productive Management)之成功案例，讓不少企業獲得極大的成效，增強了他們堅實的競爭力，然不少企業也亟希望能導入此活動，卻缺少了具體的了解與推行方法，終究是半途而廢，因此乃融合了本身的實務推動經驗、相關成功企業之個案，來說明具體研究心得與推動要領。 本研究發現TPM是企業改善體質的一種工具也是一種方法，它透過了系統性的活動展開，結合各種分析改善手法，以品質、成本、效率、士氣、安全、環保為其衡量之指標，由個案研究中可以看到各項顯著的活動成效，如加工不良率由6150ppm降至108ppm；設備平均故障間隔時間延長了5倍；庫存低減50%，可見TPM對產業績效之貢獻。 / In the rapidly changing and highly competitive business environment, in order to break through the difficulties, the companies should do every effort to improve the physical and strengthen the competitiveness of the preparation. To achieve this goal, they must have an effective management technique, how to find a enables companies to form strategic "sense of direction" and to build capacity to strengthen the "focal point" of management reform practices that is the research target of the report. Checking around the world to promote the TPM of the success stories , so many companies get great results, and enhance their competition, although a lot of companies are also want to introduce this activity, but lack of a concrete understanding and implementation method, after all, is halfway, so I use the integration of their practical experience of successful enterprises related case studies, to illustrate the specific experiences and promote essentials. This study found that TPM is a tool also a method for enterprises toimprove physical fitness, It is expanded through a systematic activity, combined with a variety of analytical techniques improve, quality, cost, efficiency, morale, safety, environmental protection for measure of its targets, and more, safety, zero disasters, quality zero defect, zero fault of equipment, these items are for its ultimate purpose. Case studies can be seen by the remarkable effectiveness of the various activities, such as machining defect rate fell to 108ppm from 6150ppm; equipment MTBF extended to five times; Inventory Reduction 50% showing that the contribution TPM on industrial performance. / 目　錄 中文摘要 i Abstract ii 誌　謝 iii 目　錄 iv 表目錄 vi 圖目錄 viii 第一章　緒論 1 1.1 研究背景 1 1.2 研究動機 2 1.3 研究目的 4 1.4 研究限制 4 第二章　文獻探討 5 2.1 產業績效之內涵 5 2.2 產業績效提升應用之探討 7 2.2.1 TPM應用於產業績效領域 7 2.2.2 應用於產業績效提升之相關手法 9 2.2.3 TPM應用於其他相關領域 15 2.3 TPM的演進過程與定義 16 2.3.1 演進過程 17 2.3.2 TPM的定義 18 2.3.3 TPM的真義 20 2.4 TPM的全貌 22 2.4.1 追求目標 22 2.4.2 TPM之特色與整體架構 23 2.4.3 TPM與TPS、TQM之差異 23 2.5 TPM之應用手法 24 2.5.1 TPM展開步驟 25 2.5.2 八大支柱展開 32 2.5.3 QC Story 41 2.5.4 QC七大手法 42 2.6 TPM活動績效之評價指標 43 2.6.1 設備總合效率 44 2.6.2 生產績效指標 44 2.7 TPM之應用與展開 46 2.7.1 TPM之應用手法 47 2.7.2 TPM之展開模式 47 2.8 本章小結 47 第三章　研究方法 49 3.1 研究流程 49 3.2 研究方法說明 50 3.2.1 個案研究 50 3.2.2 專家訪談 51 3.3 研究方法特色 53 第四章　個案實證分析 54 4.1 個案研究 54 4.1.1 C公司簡介 54 4.1.2 C公司TPM推動狀況 56 4.1.3 活動過程與成效 59 4.1.4 方針目標達成之活動展開做法 60 4.1.5 個案研究小結 82 4.2 專家訪談 85 4.2.1 訪談對象 85 4.2.2 訪談目的 86 4.2.3 訪談狀況 87 4.2.4 訪談內容彙整 98 4.2.5 專家訪談小結 99 第五章　結論與建議 100 5.1 研究結論 100 5.1.1 TPM對產業績效最主要之貢獻 100 5.1.2 對產業績效最有效的改善手法與工具 101 5.1.3 找出TPM導入成功與失敗之關鍵 101 5.1.4 相關建議 102 5.2 未來研究方向 103 參考文獻 附錄一 專家電話訪談轉載紀錄表 附錄二 專家訪談問卷表 表目錄 表2.1 平衡計分卡的衡量指標 11 表2.2 TPM與TPS.TQM手法特徵之比較 24 表2.3 推行TPM的四階段十二步驟 25 表2.4 TPM講座課程概要 27 表2.5 各支柱的工作分配實例 29 表2.6 建構生產效率化體制 33 表2.7 展開個別改善的10步驟 34 表2.8 自主保養實施之七步驟 35 表2.9 計畫保養活動七步驟 36 表2.10 品質零不良七步驟 36 表2.11 教育訓練體系表 39 表2.12 QC七大手法 42 表2.13 QC STORY之8個步驟 43 表2.14 TPM活動的評量項目(1) 45 表2.15 TPM活動的評量項目(2) 45 表3.1 專家訪談主題 52 表3.2 研究方法特色與差異 53 表4.1 TPM活動成效 59 表4.2 設備分類評價基準表 68 表4.3 保養模式分類 69 表4.4 16大LOSS定義 78 表4.5 LOSS與支柱及部門別之關聯 79 表4.6 LOSS二維分析法 80 表4.7 改善主題等及定義 80 表4.8 LOSS改善主題管控表 81 表4.9 重要績效指標之成長狀況 83 表4.10 C公司TPM應用手法 84 表4.11 訪談對象 86 表4.12.1 專家訪談之彙整表 88 表4.12.2 專家訪談之彙整表 89 表4.12.3 專家訪談之彙整表 90 表4.12.4 專家訪談之彙整表 91 表4.12.5 專家訪談之彙整表 92 表4.12.6 專家訪談之彙整表 93 表4.12.7 專家訪談之彙整表 94 表4.12.8 專家訪談之彙整表 95 表4.12.9 專家訪談之彙整表 96 表4.12.10 專家訪談之彙整表 97 表5.1 TPM活動之整體效果 101 圖目錄 圖1.1 每年通過TPM賞廠商家數推移 3 圖1.2 台灣地區各業界取得狀況 3 圖1.3 台灣地區獲得TPM賞廠家狀況 4 圖2.1 TPM之發展沿革 18 圖2.2 阻礙生產效率化之16大損失 21 圖2.3 TPM之追求目標 22 圖2.4 活動理念展開之推動架構 23 圖2.5 重複小集團組織 28 圖2.6 災害發生的金字塔 40 圖3.1 研究流程 49 圖3.2 個案研究實施流程 50 圖3.3 專家訪談流程 51 圖4.1 C公司TPM推進歷程 55 圖4.2 TPM展開方針 57 圖4.3 九大支柱 58 圖4.4 TPM組織圖 58 圖4.5 安全衛生活動四大構面 61 圖4.6 安全零災害活動成效 62 圖4.7 來件品質保證做法 64 圖4.8 良品條件管理圖 65 圖4.9 品質保證之三關卡 65 圖4.10 品質零不良活動成效 66 圖4.11 設備零故障活動方針 67 圖4.12 零故障七步驟 72 圖4.13 設備管理情報系統 72 圖4.14 設備零故障活動成效 73 圖4.15 物料零庫存活動成效 76 圖4.16 資源零浪費活動成效 82

本文檢視了包含半導體、面板、發電太陽能、及發光二極體等四種在最近十五年來高科技電子設備產業於日本、韓國、中國、新加坡、馬來西亞、與印度等亞洲國家中發展的情況。文中包含針對不同高科技電子設備產業的高研發成本、高資本密集、涉及國防及國土安全的高敏感性、及以設備搭售服務的商業模式等特性，在面對亞洲國家在文化、制度、及經濟上類似但卻又不完全相同的環境時，跨國高科技電子設備商所採取因應策略的探討。 / This thesis reviews the development of four targeted high-tech equipment industries of Semiconductor, Flat Panel Display, Photovoltaic (PV) Solar, and Light Emitting Diode (LED) in Asia countries including Japan, South Korea, China, Singapore, Malaysia, and India. Business and operational strategies from individual high-tech equipment industries characterized of high R&D cost, high capital investment, trade sensitive requirement, and equipment bundling service business strategy dealing with similar but not identical cultural, institutional, and economic environment of targeted Asia countries were also reviewed.

『グリーン融資の経済学 : 消費者向け省エネ機器・設備支援策の効果分析』 大森恵子著. -- 昭和堂, 2015. (ISBN 9784812215203) / 京都大学 / 0048 / 新制・論文博士 / 博士(経済学) / 乙第13039号 / 論経博第392号 / 新制||経||278(附属図書館) / 33031 / (主査)教授 矢野 誠, 教授 溝端 佐登史, 教授 諸富 徹 / 学位規則第4条第2項該当 / Doctor of Economics / Kyoto University / DGAM

由微笑曲線理論(施振榮1992年提出)知道企業應該朝高附加價值領域發展，而其中上游智財權(Intelligent Property)、知識經濟(Knowledge Economics)是我國OEM、ODM製造業將生產基地移到大陸後，為避免國內產業空洞化，必須在國內深耕的核心競爭力領域。要強化智財權、知識經濟則必須強化產品研發與創新能力，而產品研發與創新能力的提升必須藉助良好的「協同產品研發生命週期管理解決方案」(Collaborative product development lifecycle management solution) ；但是此解決方案尚在發展初期，不論企業或是個人對於它皆了解不夠，也不知如何利用此解決方案來提升產品研發能力。 因此本研究透過文獻的收集與探討，整理出PLM(Product Lifecycle Management)解決方案的定義、演進，並對PLM解決方案的架構進行探討，再針對市場上PLM解決方案系統廠商所提供的PLM系統產品進行說明，讓有意導入PLM解決方案的公司企業可以參考。另外由於知識管理可以讓PLM系統所收集的產品資料與產品研發經驗與知識得以分享、流通與再創造與加值，因此對於知識管理(Knowledge Management)與PLM的關係進行探討。2003年歐盟立法通過兩大環保法規—WEEE(Waste Electronics and Electrical Equipment)及RoHS(Restriction of Hazardous Substances)，要求製造廠商從設計開始即需考慮整個產品生命週期的環境保護觀念，此法規讓產品生命週期觀念有了具體的落實實施，因此本研究亦對綠色環保法規與PLM解決方案的關係進行探討與說明。 本研究為協助企業在導入PLM解決方案前，能夠深入了解PLM解決方案，因此以個案研究方式深入分析個案公司在協同研發產品生命週期中所面臨的問題，並針對這些問題提出PLM系統解決方案的建構策略，也提出PLM系統整合應用架構做為PLM企業策略方法施行的基礎；此PLM系統整合應用架構的特色包括以產品為核心，重視人員、流程及產品資訊；涵蓋從產品觀念的構思開始一直到產品生命結束為止的全生命期間的管理與支援；支援涵蓋跨部門、客戶、設計夥伴與供應夥伴等跨企業間的協同合作。並說明此整合應用架構在協同產品研發生命週期管理中的運作情境，最後再對導入PLM系統解決方案提出規劃重點與想法。 本研究在研究過程中有底下幾點重要發現，特別整理如下： 一、 因為綠色環保法規的規定而使得產品生命週期觀念能落實執行。 二、 PLM是一種企業策略方法，要成功導入必須從人員、流程、資訊科技三方面同時規劃。 三、 由於PLM系統架構的定義不同，且PLM系統廠商所提供的PLM系統解決方案亦有不同功能，企業必須根據自己的需求選擇適當的解決方案。 四、 PLM理念一直不斷變化與延伸，PLM系統已成為製造業不可或缺的系統。 對於後續研究者，本研究建議的未來研究方向如下： 一、 建議對於導入PLM要如何進行變革管理進行研究。 二、 建議對於如何利用知識管理來協助研發創新進行研究。 三、 建議對於PLM解決方案所帶來的協同產品研發績效的影響進行研究。 / Referring to the Smiling Curve Theory (Shih Chen-Rong, 1992), it is realized that enterprise should gradually lead the “High Value-Added” concept to its management system. Since recent years, Taiwan local OEM and ODM factories widely moved their production base to Mainland China, and so in order to avoid domestic industries being emptied, “Intelligent Property” and “Knowledge Economics” must be cultivated deep into our country. On the other hand, prior to strengthen Intelligent Property and Knowledge Economics, the premise is to strengthen the competency of Product Development and Product Innovation. In addition, to enhance the competency of Product Development and Product Innovation must follow by good “Collaborative product development lifecycle management solution”. However, the solution is still at initiation phase, therefore so far as now, either the enterprises or the individuals are not acquainted with it, and also do not know well how to utilize the solution to reinforce the Product Development competency. By means of the concept mentioned above, literatures are collected and investigated by this study to work up the definition and evolution of PLM (Product Lifecycle Management) Solution. In advance, the framework of PLM solution is discussed; and the PLM system, provided by supplier, is introduced by this research as well, in order to allow businessmen, who would like to lead PLM Solution into their organizations, to adopt them as a reference for developing their enterprises. Moreover, considering of that Knowledge Management enables the experience and knowledge of Product Development and Product Information, collected by PLM system, to be shared, circulated, recreated and value-added, the relation between Knowledge Management and PLM system is examined in this study. Also, the relation between the legislated rules of Green Environmental Protection and PLM Solution is researched and reported in response to the two regulations of WEEE (Waste Electronics and Electrical Equipment) and RoHS (Restriction of Hazardous Substances), which were legislated by European Union (EU) in 2003. In accordance with the two statutes, manufacturers are requested to think of the concept of environmental protection for the entire Product Lifecycle, starting from product design begins. For the sake of assisting enterprises in understanding deeply about the PLM Solution, before introducing it into their organization, “case study” access is therefore adopted by the study to analyze in deep the problems on “Collaborative product development lifecycle management solution”, which might be incurred in each individual case. In line with the problems, a constructional strategy for PLM system as well as a framework of the application and integration of PLM system are proposed as a base of executing business strategic approach. Characteristics of the framework of the application and integration of PLM system include “strategic core by product”; “to value personnel, operation flow and product information”; “to manage and support the entire lifecycle from product concept to product lifespan being ended”; “the support covers collaboration between the divisions, customers, designing coworkers, suppliers. In addition, the running situation of this framework, which runs under the “Collaborative product development lifecycle management solution” is presented in the study. In the final part of the research, the key-points and strategies are presented for the proposal of introducing PLM systemic solution. During the researching process, some important conceptions are discovered, and are summarized as follow: 1. Owing to the rules of Green Environmental Protection is legislated, it therefore enables the concept of product lifecycle be executed accurately. 2. PLM is a business strategic approach, so to introduce into enterprise successfully must through a proposal with the factors of personnel, operation flow and information technology simultaneously. 3. Since PLM system has varied system as well as different solution function from different suppliers, enterprises should choose a proper PLM systemic solution based on actual needs. 4. PLM concept varies and extends consecutively, so today PLM has become to the only system for option. Hereunder suggestions from researcher to the latter in future as the researching direction reference. 1. Suggest proceeding study with how to run Reformation Management after the adoption of PLM system. 2. Suggest proceeding study with how to utilize Knowledge Management for assisting in developing innovation. 3. Suggest proceeding study with the subject of “Influence on the results of collaborative product development by PLM systemic solution”.