探討併購行為對於企業競爭力的影響-環球晶圓個案分析

企業為了擴大經濟規模、取得技術領先、全球布局與快速成長等目的，利用併購擴大版圖用以提升競爭力為常見之手法，企業併購過程中必須定義標的、進行評估並估算取得合併綜效的時間與效益。我國以半導體產業密集程度與技術領先程度於全球居於領先地位，在本身缺乏內需市場支持與產業分工專精但缺乏關鍵技術使得產業發展受限情況下，併購活動是短時間內可快速成長之方式。　　針對半導體產業基石的矽晶圓產業進行分析，以個案研究法探討G公司自2008年以來如何透過不同功能的併購活動取得技術優勢、獲得客戶、提高業務完整性進而獲得合併綜效。並分析個案G公司在擴大規模後如何利用產品尺寸矩陣圖定義出集團中不同功能性的產品，並透過組織間的調整使得集團各工廠可將其合併綜效最大化。本研究亦針對個案公司進行BCG矩陣分析，提出個案公司在許多工廠具有功能性重疊情況下會造成生產效率的分散，無法集中能量將生產效率最大化＆成本最低化，於該情況下必須檢視是否需要針對功能性重疊的工廠進行整併或關閉使併購活動綜效最大化。

關鍵字

併購活動；矽晶圓產業；合併綜效

並列摘要

In order to enlarge economical scale, obtain technical capability, it’s become common for enterprise to adopt M&A (Merge and Acquisition ) methodology to intensify competitiveness. Taiwan as a global leader company in semiconductor field by industry intensity and technology leading, but itself limited because of lacking domestic economical supporting and core technology. Therefore, M&A is a referable methodology to overcome the dilemma. This research uses case study of silicon wafer supplier, G firm, to analyze how to obtain technology superiority, existing customer, business completeness and competitive synergy during different functional M&A activities. After that, by defining product and wafer size matrix to identify various functional products in each company then to summarize the scheduling suggestions for different companies in G firm group. Also, propose BCG matrix to state the functional and products overlapping will disperse production efficiencies and defocusing the group resource allocation, then to consider how to integrate the overlapping functional company for M&A synergy