台積公司的經營策略與商業模式創新

TSMC’s Corporate Strategy and Business Model Innovation

沈靖棠(Ching-Tang Shen)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/商學研究所/碩士(2021年)

https://doi.org/10.6342/NTU202101298

摘要

台灣積體電路公司，簡稱台積公司近兩三年在先進製程技術上持續領先其他晶圓代工廠商2018年7月時就領先業界開始7奈米製程的量產，同年底三星電子 才量產了自家7奈米晶片，至於稱霸半導體產業已久的英特爾卻在 7奈米因良率問題卡關，2020年7月宣布七奈米製程處理器延遲推出，進度落後六個月。
台積公司能有今天的成就並非一蹴可幾，故本研究目的是想了解台積公司不斷自我成長的方法與原因、從技術落後做到技術領先的關鍵成功因素以及從競爭對手脫穎而出的競爭優勢。
本文以個案研究探討台積公司，並將台積公司的發展歷程區隔成三個時期， 再透過初級與次級資料蒐集，進一步根據台積公司階段性發展的外部環境因素， 以及內部 的核心資源與能力，分析其該階段經營策略，並歸納出成長的關鍵四要素，此外也特別針對台積公司 IC生態系統去做分析，了解其生態系統成功的原因。
台積公司商業模式有兩大特點，分別是台積公司成長飛輪與 IC生態系統。台積公司成長飛輪是指，在差異化策略下，透過自主技術提升、提供設計服務等方式，替客戶創造很高的附加價值，所以能訂出較高的價格，創造相當可觀的營收而創造出來的利潤，也全力投入在產能擴充及先進製程的開發，並同時維持產能利用率與良率以創造出規模經濟來降低單位製造成本，故能維持高於業界平均的毛利率，創造出較高的超額利潤，然後又繼續專精於晶圓代工事業，達成正向循環，並維持其技術領先、卓越製造和客戶關係的競爭優勢。
台積公司 IC生態系統是由台積公司擔任核心角色，負責提供、整合、協調各扮演者（Actors）的資源，並連結（Link）起各活動（Activities），同時也帶領生態系統的扮演者不斷創新。舉例來說，台積公司除了找來 IP、 EDA等夥伴創立開 放創新平台，也提供設計服務來快速客戶產品的上市，另外也透過共同開發、技術輔導等方式讓設備供應商也有能力參與先進製程的開發。台積公司不僅是建立 IC生態系統，也推動生態系統扮演者不斷創新，才能發揮出超越 IDM廠商的力量。
在近期台積公司除了要面臨IC生態系統經營的挑戰，也遭遇中國和美國的政治角力，以及摩爾定律下物理極限的困境，故本研究建議台積公司在未來的策略佈局上不能一昧討好美國和中國，保持自身談判籌碼，在不危害自身與客戶利益及權益的情況下與這兩國協商。在IC生態系統經營方面，也應確保成員的能力和品質，並帶領IC生態系統一同創新，才有機會在先進製程有所突破並創造更多其他價值。

關鍵字

台積公司 ； 晶圓代工 ； 開放創新平台 ； 先進製程與封裝 ； 摩爾定律 ； 商業模式 ； 商業生態系統

並列摘要

Taiwan Semiconductor Manufacturing Company, TSMC, has continued to lead other foundries in advanced process technology in the recent years. In July 2018, TSMC was the first company to bring 7nm process into commercial production; then Samsung Electronics followed up at the end of the same year. Intel, however, who has dominated the semiconductor industry for a long time, was stuck with the 7nm process. Intel announced that the 7-nanometer process processor was delayed, and the progress was six months behind in July 2020.
TSMC was not made in a day, so the purpose of this research is to understand the methods and reasons for TSMC’s continuous self-growth, the key success factors from technological backwardness to technological leadership, and the competitive advantages that stand out from competitors.
This article discusses TSMC with a case study, and divides the development history of TSMC into three periods. Then this article analyzes TSMC business strategy at every stage and summarizes the four key elements of growth, which is based on the primary data and secondary data about the environmental factors and TSMC’s core resources and capababilities. In addition, this article also analyzes the IC ecosystem of TSMC to understand the reasons for its success.
TSMC’s business model has two major characteristics, TSMC’s growth flywheel and IC ecosystem. TSMC’s growth flywheel means that, under a differentiated strategy, TSMC creates high added value for customers with advanced process and design services, so it can set a higher price and create considerable revenue. The partial profit also invests in capacity expansion and advanced process development. At the same time, maintaining capacity utilization and yield, creating economies of scale, reduces unit manufacturing costs, so TSMC can maintain a gross profit margin higher than the industry’s average and create higher excess profits, and then continue to specialize in the foundry business, achieve a positive cycle, and maintain its competitive advantage in technology, manufacturing and customer ralationship.
TSMC is the core role in TSMC IC ecosystem. It is responsible for providing, integrating, and coordinating the resources of various actors, linking up various activities, and leading the actors in the ecosystem to innovate continuously. For example, in addition to recruiting IP and EDA partners to create an Open Innovation Platform, TSMC also provides design services to accelerate product launch for customers. Furthermore, it also enables equipment suppliers to participate in advanced processes through joint development and technical guidance. TSMC not only establishes the IC ecosystem, but also promotes the continuous innovation of the ecosystem players, so TSMC exert its power beyond IDM vendors.
Recently, TSMC not only faces the challenges of IC ecosystem management, but also US-China Tech War, as well as the dilemma of physical limits under Moore's Law. Therefore, this study suggests that TSMC should not blindly please the United States and China in its following strategic layout, but maintain its bargaining power and negotiate with these two countries without jeopardizing the interests and rights of customers and itself. In the management of the IC ecosystem, TSMC is also necessary to ensure the capabilities and quality of members and lead the IC ecosystem to innovate together, so as to have the opportunity to make breakthroughs in advanced manufacturing processes and create more value.

並列關鍵字

TSMC ； foundry ； Open Innovation Platform ； advanced process and packaging ； Moore's Law ； business model ； business ecosystem

參考文獻

英文文獻

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