台灣矽晶圓產業競爭策略之研究

Taiwan Silicon Wafer Competition Strategy Research

高慧如(Hui-Ju Kao)

指導教授 ： 陳筱琪

中原大學/商學院/企業管理研究所/碩士(2018年)

https://doi.org/10.6840/cycu201800064

摘要

半導體產產業用矽晶圓做為基材，而矽晶圓是晶圓代工廠及IC設計最關鍵元件，所有晶片設計都必須在矽晶圓這元件上透過曝光顯影蝕刻完成整個晶片製造，目前半導體主流矽晶圓為8吋及12吋。近年來除台灣、南韓積極擴建12吋晶圓廠，中國大陸在政策獎勵下，已成為全球最密集興建12吋晶圓廠地區。矽晶圓已成為半導體產業的關鍵物資，過去10年來矽晶圓產能都是處於供過於求狀態，全球矽晶圓廠過去因長期處於供過於求，不堪嚴重虧損，部分業者逐步停產或出售，如今隨著物聯網時代各種特殊製程需求日漸增加，2017年全球矽晶圓卻面臨嚴重缺貨，且已缺到影響半導體廠生產線運作，尤其是12寸規格矽晶圓，包括晶圓代工廠、DRAM廠等各方人馬搶翻天。
　　本研究希望探討矽晶圓廠商過去30年裡為何晶圓廠從幾十家逐漸整合為目前檯面的五大主要供應商，為何有些廠商在技術落後的情況下，可以透過成功的市場策略併購取得關鍵技術及市場排名，以及矽晶圓材料廠商如何在環境競爭之下保持其競爭性及永續經營。故誠如上述，在現階段面臨大環境的競爭與對岸中國大陸崛起的威脅之下，台灣矽晶圓的生產商或材料廠商要如何找出得以保持高競爭力、高獲利並確保永續經營的關鍵成功因素將是一個重要的課題，因此，為找出這些關鍵的成功因素，本論文Michael Porter的五力分析為分析架構去瞭解每一種競爭力的強弱、產業的獲利能力等相關資訊，透過五力分析的方法來瞭解目前台灣矽晶圓廠與大陸矽晶圓廠的優劣勢及產業結構的關係，以期望訂定出適合的競爭策略來給矽晶圓產業一些方向與建議。
　　從本研究得出的整體結論來說，未來晶圓廠的決戰點在於技術層次、人力資源、成本結構、成品良率與資金調度能力上。由於晶圓廠需要資本密集，而且必須即時回應市場技術需求，在這種多變的時代中，我們很難去推測會面對什麼樣的威脅，不過不論將來那一個國家將會威脅到台灣的晶圓產業，台灣的產業唯一能做的，就是持續去改善晶圓生產的技術，提升良率，提高品質及降低成本，並形成可觀的經濟規模，以增加潛在進入者的進入障礙。

關鍵字

矽晶圓 ； 五力分析 ； 競爭策略 ； 台灣優勢

並列摘要

The semiconductor industry uses silicon wafers as the substrate. The silicon wafer is the key component for wafer foundry plants and IC design. All the chip designs must be go through exposure, development and etching on the silicon wafer substrate to complete the chip production. The mainstream semiconductor silicon wafer sizes are 8-inch and 12-inch. In addition to the new 12-inch wafer plants in Taiwan and South Korea, China has developed the world's most densely populated area of 12-inch wafer plants due to policy rewards. Silicon wafers are the key resource of the semiconductor industry. Over the past 10 years, the silicon wafer production capacity has reached oversupply. The long term global overabundance of wafer supply has resulted in gradual production suspensions or companies being sold. In the age of the IoT, the current demands for various specialized production is increasing. In 2017, the world saw an extreme shortage in silicon wafer supply, which impacted the semiconductor plant operations, especially the 12-inch wafers. Different factories, including the wafer foundry plants, DRAM plants, and others, have been fighting for the limited supply.
　　This study aims to review the reasons for the gradual consolidation of several tens of wafer suppliers in the past 30 years into the current five major suppliers. It will look into how some companies fall behind in technology but retain their market ranking and key technologies after successful strategic mergers, and how silicon wafer material suppliers maintain their competitiveness and sustainability in the competitive environment. As such, another key factor for success is how Taiwanese silicon wafer manufacturers or material suppliers can maintain their competitiveness and high profits, and ensure sustainability in the face of the current challenges posed by the overall environment and the rising threat from China. In order to discover the key factors of success, this study uses Michel Poter's five forces analysis as a framework to understand the relevant competition, industry profitability, and other key information, as well as to clarify the advantages and disadvantages, and industry structures of the silicon wafer plants in Taiwan and China. This study aims to produce proper competitive strategies as directions and suggestions for the silicon wafer industry.
　　The overall conclusion of this study indicates that wafer plants will be competing in technology, manpower, cost structure, yield, and financing abilities. Wafer plants demand intensive capital and are required to instantly respond to technological demands in the market. It is difficult to predict future threats during these times of rapid changes. However, no matter from which country the threat may come, the only thing that Taiwanese companies are able to do is to continuously improve their wafer production technology, production yield, and quality, as well as to lower costs to attain significant economies of scale, and create a huge barrier for potential new entrants.

並列關鍵字

silicon wafer ； five forces analysis ； competition strategy ； Taiwan’s advantages

參考文獻

5. 周文東. (2015). 企業策略之擬定與執行–紡織業個案分析. 中興大學高階經理人碩士在職專班學位論文, 1-43。

9. 黃志翔. (2011). SWOT 理論探討新移民子女教育策略之研究. 育達科大學報, (28), 159-176.

12. 薛聖生. (2012). 電子連接器廠商成長策略之研究. 臺北科技大學管理學院經營管理 EMBA 專班學位論文, 1-109。

10. 謝政勳. (2016). SWOT 分析應用於社區發展經營策略之研究—以參與農村再生培根計畫之社區為例. 台灣社區工作與社區研究學刊, 6(3), 1-44。

3. Williams,J. (1996). On becoming a strategic partner with management. Communication World, 13(3): 31-32.