As one of the top four IC revenue contributed countries, Taiwan is getting higher and higher weight in the world. With the highest density of 12-inch factory per area in the world, Taiwan is in the first tier of semiconductor equipment buyers. In year 2006, for an example, there was about eight billion US dollars spent in this island for her semiconductor manufacturing capacity expansion, which weighted 18.7% in the worldwide semiconductor equipment capital spending in 2006. It was only second to Japan. For a 12-inch fab, that will cost it 75% more in its whole capital spending. However, it is less than 1% spent in local equipment companies. That is no doubt we should pay more attention on this missing part of Taiwan semiconductor supply chain. After millennium, the center of semiconductor manufacturing has been migrating toward to Great Asia, the most promising and emerging area in the world. For the semiconductor equipment capital expense, according to Gartner Dataquest survey results, great Asia including Japan is the number one expense area in more than 50% weight in the world after year 2000. And the great Asia except Japan has been becoming the highest growing area in the expense of semiconductor equipment. Furthermore, its CAGR from 2005 to 2011 is estimated more than 11% which is 3% higher than the worldwide average at the same period. In the trend of this migration of semiconductor equipment market to Great Asia, especially the great China area, it¡¦s definitely a good opportunity for Taiwan to be prepared and ready to this era and try to play an important role in it. In this study, with the analysis of industrial environment in Porter¡¦s five competitive forces structure, a case study of company X is carried out as a successful example of global competitive strategy practice based on the methodology of Yip (2003) Global Strategy Levels. From a higher perspective on corporate strategy level, it intends to demonstrate the possibility to enhance the competitive advantage of Taiwan semiconductor industry in leverage of global strategy.