半導體晶圓製造的間接材料之採購組合分析

本研究是利用「Kraljic model」分析出半導體業晶圓製造的間接物料，最終目標就是提高獲利並減少供應風險，產學界大多數研究為對不同供應商的評選，對應評估的物料差異化則相當有限，在詭譎多變的世界，提升企業的採購戰略思考是非常重要的方向。利用文獻與數學工具，提供一個系統化的物料分析法:首先定義出物料範圍，利用機會成本界定出有利益的品類，篩選出較有效益的材料後，成立跨組織團隊利用專家共識法找出適合的Kraljic 維度準則因子，再透過「層級分析法」(Analytic Hierarchy Process , AHP)與FAHP 模糊理論找出因子間的權重，畫出管理層也可易於辨識的組合矩陣。本研究將原物料共三個族群共兩千餘種品類，鎖定最有節餘潛力的前三名間接材料共181 種並畫在Kraljic 組合矩陣內，獲得有效的差異性採購結果：戰略物料共有15 種，戰略物料共有39 種，非關鍵物料共有32 種，瓶頸物料共有95 種。針對矩陣進行可行性分析並找出有效策略，利用學者的九種採購差異化策略，提出可執行方案。組合矩陣分析使半導體的採購部門可以整理出一個物料管理機制，快速找出應當關注之物料品類，予以改善之。

關鍵字

Kraljic 模型；組合矩陣；層級分析法；間接材料；半導體

並列摘要

The purpose of this study is to use the "Kraljic model" to analyze the use of indirect materials for wafer fabrication in the semiconductor industry. The ultimate goal is to increase profitability and reduce supply risks. Most of the research in the industry and academia is for the selection of different suppliers. Material differentiation is quite limited. In the ever-changing world, it is very important to improve the company's procurement strategy. Using literature and mathematical tools to provide a systematic material analysis method; first define the material range, use the opportunity cost to define the categories of interest, select the more effective materials, and then establish an inter-organizational team to use the expert consensus method to find out The appropriate Kraljic dimension criterion factor, through the "Analytic Hierarchy Process" (AHP) and FAHP fuzzy theory to find the weight between the factors, draw a portfolio matrix that management can also easily identify. In this study, the original materials have a total of more than 2,000 categories of three ethnic groups, and 181 of the top three indirect materials with the most potential for savings are drawn and drawn in the Kraljic portfolio matrix to obtain effective differential procurement results: 15 strategic materials. There are 39 kinds of strategic materials, 32 kinds of non-critical materials, and 95 kinds of bottleneck materials. A feasibility analysis is carried out for the matrix and an effective strategy is found. The scholars' nine procurement differentiation strategies are used to propose an executable solution. The portfolio matrix analysis enables the semiconductor procurement department to sort out a material management mechanism to quickly identify the types of materials that should be focused on and improve them.