代工廠與品牌商的價值共創策略 ─以超聲波指紋模組產業為例

Abstract

隨著全球半導體產業「設計與製造分離」趨勢持續加深，品牌商與代工廠之間的合作模式已逐步演變為以「技術共同開發」為主軸的策略夥伴關係。本研究針對超聲波指紋辨識晶片模組產業為研究領域，透過深度個案分析，探討台灣代工廠A與全球半導體品牌商X，在長達十三年的合作間，代工廠A如何從傳統代工定位躍升為共同創造價值的策略夥伴。本研究以價值共創理論（Value Co-creation Theory）與委外代工理論（Outsourcing Theory）為框架分析代工廠A的競爭優勢。代工廠A之競爭優勢並非各自獨立之能力項目，而是以「人才、知識、DFM能力、AI技術與製程改善」五項要素相互驅動、環環相扣所整合而成的一套「持續自我強化」之價值共創飛輪：代工廠A透過多元人才招募與DFM導向之人才培育制度，累積具制度化之可製造性設計（DFM）能力；並藉由AI技術將工程師之隱性知識轉化為可複製、可規模化之組織能力，進一步驅動良率提升與成本結構優化；而良率與成本優勢之持續累積，又反向強化代工廠A於品牌商X供應鏈中的技術地位與合作深度，形成正向循環且難以被競爭者於短期內複製之飛輪效應。 透過理論融合分析，本研究以價值共創中的競合策略、資源永續管理、人脈關係管理及利害關係人共創等四大觀點視角，分析代工廠A六大優勢之間的相互影響性。研究結論指出，代工廠A與品牌商X已形成「策略共生體」（Strategic Symbiosis）─雙方競爭力相互依賴程度高，品牌商X的技術商業化有賴透過代工廠A的製程能力去落實；而代工廠A的全球市場地位則需依靠品牌商X的技術授權與品牌背書，雙方的合作形成難以複製的共生關係。本研究進一步提出對台灣代工產業的實務啟示，指出代工廠若欲突破價格競爭困境，應積極培養DFM能力、建立可量化之製程績效，並深化與品牌客戶的共同開發機制，以提升在供應鏈中的策略地位。未來研究可擴展至其他高技術產業，驗證策略共生體模式之適用性，並納入品牌商觀點與跨應用場景研究。

As the global semiconductor industry deepens the trend of “design-manufacture separation,” collaborations between brand companies and foundries have shifted from traditional outsourcing to strategic partnerships centered on joint technological development. This study examines the ultrasonic fingerprint sensor module industry through a longitudinal case study to see how Taiwanese contract manufacturer A elevated its position from a conventional manufacturer to a value co-creating strategic partner over a thirteen-year collaboration with global semiconductor brand company X. Using Value Co-creation Theory and Outsourcing Theory as analytical frameworks, Manufacturer A's competitive advantages are not independent capabilities existing in isolation, but rather an integrated, mutually reinforcing system built around five interlocking elements—talent, knowledge, Design for Manufacturability (DFM) capability, AI technology, and process improvement—that together form a "continuously self-reinforcing" value co-creation flywheel. Through diversified talent recruitment and a DFM-oriented talent development system, Manufacturer A has accumulated institutionalized DFM capabilities; by leveraging AI technology, it further converts engineers' tacit knowledge into replicable, scalable organizational capability, which in turn drives yield improvement and cost structure optimization. The continuous accumulation of yield and cost advantages then reinforces Manufacturer A's technological standing and depth of collaboration within Brand Company X's supply chain, forming a positive feedback loop—a flywheel effect that is difficult for competitors to replicate in the short term. Through a theoretical integration analysis, this study draws on four perspectives within value co-creation theory—coopetition strategy, resource stewardship, relationship management, and stakeholder co-creation—to examine the interrelationships among Manufacturer A's six competitive advantages. The findings indicate that Manufacturer A and Brand Company X have formed a “Strategic Symbiosis,” characterized by a high degree of mutual dependence: Brand Company X relies on Manufacturer A's process capabilities to commercialize its technologies, while Manufacturer A depends on Brand Company X's technology licensing and brand endorsement to sustain its global market position. This collaboration has produced a symbiotic relationship that is difficult for competitors to replicate. This study further offers practical implications for Taiwan's contract manufacturing industry, suggesting that manufacturers seeking to break free from price-based competition should proactively cultivate DFM capabilities, establish quantifiable process performance metrics, and deepen joint development mechanisms with brand clients in order to strengthen their strategic standing within the supply chain. Future research could extend this framework to other high-technology industries to test the applicability of the Strategic Symbiosis model, and could further incorporate the brand owner's perspective as well as cross-application-scenario studies.