台灣半導體製程專用石英零組件產業現況及個案分析

華倫愛德華巴菲特（Warren Edward Buffett）曾說過：「在錯誤的道路上，奔跑也沒有用」，故無論是政府政策或是在投資經營或就業的選擇上，選擇對的產業投入是非常重要的。另外，而在巴菲特的投資經驗中，最好的投資報酬來自於一直生產相同產品或服務的公司。多半的投資人，可能會被快速變化的產業或公司所吸引，但「劇烈的改變通常不會帶來令人眼睛一亮的報酬」這也是巴菲特所觀察到的事實。本文思考以「正確的道路」為研究出發點，故選擇以現今台灣趨勢主流半導體產業下發展穩定，未來仍具持續性發展潛力的半導體製程專用石英零組件產業及W個案公司為研究對象。石英零組件的使用範圍涵蓋了半導體廠中的前段IC製程中的擴散、蝕刻、薄膜部門等製程；每次大地震後，晶圓廠的物管人員在第一時間，就是緊急聯繫石英零組件廠搶料，因為無塵室製程中的石英爐管，是最容易因震動而破損的材料，例如一九九九年九二一大地震發生時，所有晶圓廠的石英管幾乎都被震破，能夠讓晶圓廠在八十六小時內復工的就是石英管。由此，可以看出石英零組件在半導體設備製程中的關鍵性角色。學生以曾任職的W公司進行個案研究並延伸至上游之石英原料供應商、下游晶圓廠為主的整個石英產業進行介紹，並依據Porter之五力模型進行產業分析；研究發現：W公司整體而言，以「潛在新進入者的威脅」一項評價最為重要性。而潛在新進入者的威脅構面中又以「品牌需具知名度」及「需擁有設備商生產技術認證」較強，這呼應了Michael Porter所言的企業最常出現獲利能力差異的情況，其實就在於擁有某種特色的策略定位，或Porter所稱「成為最有特色者的競爭」（Competition to be unique）。為提高廠商之相對競爭優勢，建議W公司必須加強發展客戶關係與半導體設備機台商的關係，比其它競爭對手早一步生產出新產品，但同時需注意因資本支出而產生的財務上資金管理問題。如此方能在石英零組件產業中更上一層樓，同時也連動使其產業發展速度演化更快。冀望在未來，我國能掌握石英零組件產業和半導體設備產業的發展方向，健全半導體的產業鏈的均衡發展，形成半導體工業聚落，如此方能提昇我國在國際上的整體優勢競爭力。

關鍵字

石英；半導體製程專用；石英零組件產業；核心能力；經營策略

並列摘要

Warren Edward Buffett said," There is no use running if you're on the wrong road. Therefore, no matter government policies, investment or career choice, to select right industry is very important. Moreover, according Buffett's experience, the best investment remuneration comes from companies that provide same product or service all the time. Repaid-changing industries or companies might attract most investors but "dramatic changes usually do not bring sensational rewards," which is what Buffett observed. This paper deliberates “the right direction” and selects the mainstream industry of quartz components of Taiwan semiconductor and W company, still continue having sustainable development with business potential and prospect continuously in the future. The quartz components cover main processes in semiconductor industry such as diffusion, etch and thin film. Every customer would like to have quartz components as soon as possible while earthquake happened because these components are easily be damaged .For example, the 921 earthquake in 1991 most of quartz tubes in semiconductor factories were broken. The reason why all factories can recover just in 86 hours, the key factor is quartz components can supply in time. Following study according my previous experience at W company involves quarts material suppliers and end users which been analyzed by five-force model. This case shows one of the most important evaluation to W company is “threaten of potential new comers”. The prominent threaten “brand reputation” and “customers’ certification” are stronger. This result is consistent with Michael Porter that profitability disparity between enterprises comes from products/service must have unique market orientation or what Porter called “competition to be unique”. The competitive strategy recommendations to W company are, to enhance relationship with tool makers, develop and release high-end products quicker than competitors. At mean time, how to do financial management causes by capital expanse is very important.