應用平衡計分卡於自製與委外採購評估模式之研究－以化合物半導體晶圓製造代工廠為例

無論是手機、無線區域網絡、高頻率的基地台、光纖、衛星等所需之最新規格或下幾世代的無線射頻應用，要成為客戶生產委外的最佳夥伴，則需提供充分的產能及技術支援。砷化鎵晶圓製造廠的生產模式與矽晶圓製造廠極為類似，但由於產品與技術的複雜度較高，並無法達到經濟生產規模，對砷化鎵的產業而言，秉持著以提供全球無線通訊客戶完整代工解決方案為願景，同時降低成本吸引客戶下單一直是重點做法，但是現今市場需求的穩定性逐漸地消失，為了提高企業回應顧客需求的能力，提升供應鏈管理、運用彈性供應鏈策略做垂直整合，已成為砷化鎵產業必要的生存條件。本研究主要探究企業運用自製或外購的方式，增加企業的經營彈性並提升產業競爭力，建立彈性生產做法，供應自製磊晶片原物料，同時適時調整對外購的需求，使得庫存水位及成本控制調整適宜，來因應各種生產產品組合的生產程序。本研究透過訪談及實際參與，運用核心競爭力及五力分析，並透過平衡計分卡提出評量項目，探討企業於決策自製或委外採購時所考量的因素，建立自製與外購的策略性決策模式，以因應市場需求變化對企業獲利所造成的衝擊。

關鍵字

核心競爭能力；平衡計分卡；自製或外購；決策模式

並列摘要

Both the phones, wireless LAN, high-frequency base stations, fiber optic, satellite and other necessary specifications or under a few of the latest generation of wireless RF applications, you need to provide sufficient capacity and technical support to keep the best partner for our customers. GaAs wafer fab production model is very similar with the silicon wafer manufacturer, but cannot achieve economies of scale of production due to the complexity of products and technologies are high. On the GaAs industry, the goal is to provide the global wireless communications solutions to customers, while reducing costs to attract customer orders has been the focus approach. But the stability of the current market demand is gradually disappearing, in order to improve the enterprise's ability to respond to customer needs, supply chain management improvement, the use of flexible supply chain strategy to make vertical integration has become a necessary condition for survival GaAs industry. This study explored the use of make or outsourcing model to increase flexibility and enterprise management to enhance industrial competitiveness, creating flexible production practices, supply in-house wafers, while the demand for timely adjustment of outsourcing, making appropriate adjustments inventory level control and costs, to cope with a variety of production portfolio production process. Through interviews and actual participation, the use of core competencies and five forces analysis, assessment made by the Balanced Scorecard project to explore the factors that the enterprises consider if make or outsourcing to establish strategic decisions, in response to changes in the market for corporate profits caused by the impact.

並列關鍵字

Core Competence ； Balanced Scorecard ； Make or Outsourcing ； Decision Model

參考文獻

2. Cam Scholey, 2002, “ A Practical Guide to the Balanced Scorecard”, CCH Canadian.

5. Daniel R. Krause, March 1997, “Supplier Development：Current Practices and Outcomes”, International Journal of Purchasing and Material Management, Vol.33, No.1, pp.12-19.

7. Henry W. Chesbrough & David J. Teece, Jan-Feb 1996, “Organizing for Innovation : When is Virtual Virtuous?”, Harvard Business Review, pp.65-73.

10. Jerome Barthelemy, Spring 2001, “The Hidden Costs of IT Outsourcing”, MIT Sloan Management Review, pp.60-69.

11. John N. Pearson & Karen J. Gritzmacher, June 1990, “Integrating Purchasing into Strategic Management”, Long Range Planning, Vol.23, No.3, pp.91-99.

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應用平衡計分卡於自製與委外採購評估模式之研究－以化合物半導體晶圓製造代工廠為例

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