高科技廠房建設工程投標及行銷策略探討

摘要台灣高科技廠建廠廠商的市場景氣是依附著科學園區內各高科技廠的投資腳步晶圓廠及面板廠），由於面板廠對景氣循環具高度敏感性，一旦景氣衰退，投資計畫必須馬上中止，原因是建廠投資資金過於龐大。即使工程進行到快驗收階段，也會即刻召開停工協調會議，甚至中止合約，更甚者，工程剛完成完工驗收就要求廠商提出關廠計畫書，若市場景氣遇到downturn，必須即刻停止投資建廠的支出，因客戶無法承受無須量產卻須支付建廠費用的財務壓力。高科技廠的生產中心：「無塵室」，其除了建置費用外，運轉費用也相當高。一旦開始運轉，每個月水電費的支出就是一筆很可觀的花費，無塵室運轉後又停機，須再花一筆費用做清潔度的防護措施，待訂單進來須運轉量產時，需花費更大的成本做清潔的工事，才能回到符合規範的環境狀態，隨著業主投資計畫的多變性等大環境因素，在在都提高了高科技建廠工程公司經營的難度。高科技建廠工程公司不同於一般營建工程公司，專業人才無法直接由教育體系取得，企業必須花一段較長的時間training on job，並且不斷執行教育訓練，除了計算式理論的傳授，最重要需以實戰案例探討，人才培育的完成，除了基礎的技能外，還須要有能力對問題提出解決方案並創新，終究要符合業主不斷的前進世代製程的需求，面對層出不窮的新環境汙染問題產生，測試、研發跟創新能力，都是不同於一般機電廠商僅致力於採購及專案管理的領域即可。然而因市場的景氣波動過大，市場預測難度高，造成工程公司培養人才不易，留人不易，養兵也困難。高科技客戶因龍頭集團不斷地併購，以及客戶習慣延用舊廠承建的工程公司等因素，再由於高科技廠建構的技術門檻高，各個客戶都有自家的需求跟慣用的系統，要取得新客戶的信任是一項艱鉅的任務，備標時的投標策略及風險評估更需謹慎，即使作到種種的提高得標機率的前置作業，往往在備標階段就需投入大量的人力成本，得標後與新客戶謀合期的溝通與協調，彼此的認知差異將造成預算的超支，在這些大環境問題的挑戰下，各工程公司都有各自不同的經營理念、不同管理模式以及不同的配套措施，要垂直整合還是水平擴張，或者退出市場，在本文中將有更深入之探討。

關鍵字

決策分析；風險評估；得標機率

並列摘要

Abstract The prosperity of high-tech manufacturing plant construction market is adhering to the footsteps of investment by high-tech manufacturers (Semiconductor and Display) from Science Parks in Taiwan .The display industry is highly sensitive to business cycle , therefore the investment plan must be stopped once the economy is into recession, because of the risk of too large capital investment funds. The client will immediately convene coordination meeting for suspension or even terminate the contract even if the project is about to acceptance stage, what even more, after the completion and acceptance of the construction, vendor is being asked for plan proposal to shutdown plant .In case of market downturn, investment in plant construction must be stopped immediately, because client could not bear the financial pressure from less demand in mass production but still has to pay for plant construction. Being the center of the high-tech manufacturing, in addition to the initial cost the "clean room" also has a quite high running cost .Once operation, monthly utilities expenditures is expensive . Expenditure for cleanliness protective measures would be required, if the "cleaning room" operation is to be put into suspension , then it would be required to have a costly cleaning work again in order to restore the 'clean room' to its production state when customer orders rushed in . With the variability of the owners' investment plans, it improves the difficulty in business operation of the engineering company of high-tech manufacturing construction. Unlike general construction engineering, the professional and technical staff of high_tech manufacturing plant construction engineering can’t be directly achieved by the education system . It must go through long period of on job training and ongoing education and training. And most importantly , learning from real case study, in addition to the training of calculation in engineering theory. In terms of personnel training, the basic engineering skills is not enough, the abilities for problem solving and innovation are also required. Different from general mechanical and electrical engineering companies which just focus on procurement and project management, there are also demands in testing, R&D and creativity to fulfill both the ever evolutional process and the endless environmental pollution protection in the high_tech manufacturing industry. However, the training and keeping of engineering personnel become a hard job due to high fluctuations in business and difficulties in market prediction. While leading companies continue to merge, and customers are accustomed to contract to the existing engineering company, and then due to the high technical threshold of high-tech plant construction, plus that each customer has his own needs and own system, results in great difficulty in getting trust of new customer. Tender operations need to be cautious to make the bidding strategy and risk assessment. Even if done all the pre-operation to improve the probability of winning bid it would still need to invest substantial human costs, often at the bidding stage. The cognition difference between customer and successful bidder during mutual communication and coordination will result in budget overruns. Under these challenging circumstances, each company has its respective different operating concepts, different management models and different supporting measures. Whether in strategic to integrate vertically or expand horizontally, or even exit the market, there will be more depth discussion in this paper.