TFT-LCD廠商向上垂直整合之策略研究 －以友達為例

Abstract

本篇研究由產業概述中描述未來TFT-LCD趨勢將以大尺寸面板為發展方向，而在面板尺寸增加的趨勢下零組件佔總成本比重亦隨之增加，因此加強廠商對零組件進行垂直整合的誘因。 其次是將TFT-LCD廠商－友達公司當作個案研討對象，經由個案訪談的方式發現研究問題，再以競合理論分析個案對象如何以該面板產業的角色向上進行上游零組件的整合。最後透過附加價值的定義計算出有進行垂直整合與沒有進行垂直整合的各廠商之間附加價值比較，並以平均面積的材料成本來比較廠商本身的材料成本是否在透過垂直整合之後獲得材料成本減少的效果。 在其進行垂直整合的過程中，以液晶循環中南韓利用反循環的削價競爭策略對台灣廠商的影響，去檢驗該公司透過垂直整合之前後兩次較大的液晶循環去比較，發現在2004年第四季開始的液晶循環裡面，2005 ~ 2006年的獲利率及淨利潤率因為垂直整合之後能夠有效控制成本，也因此在毛利率及淨利潤率上都比南韓兩廠高，並未如同前次景氣循環裡而受到影響。最後透過附加價值的計算可以知道友達垂直整合的時間中附加價值是有提高的，以及隨整合程度增加材料成本上的減少，以此來佐證確實增加了成本控制的能力。

This study first discribes the future trends of large-size panels in TFT-LCD industries. Under the weight of components in BOM cost is proportional to LCD panel size, it caused the more strengthen inducement and motivaiton in vertical integration for TFT-LCD firms. At second, using the co-operation strategy analysis, we have a discussion of the vertical integration process in case study of TFT- LCD firm – AUO Company. Throughing the effects on Taiwan TFT-LCD firms of Korean’s pricing strategy applying on the inverse-LC cycle, we can demonstrate the parts of Taiwan firms execute vertical integration strategy like AUO firm has better profit rate and rate of net income at the 2005 to 2006 LC cycle than before. It also shows that they had better profit rate and net income than Korean TFT-LCD firms and the pricing strategy had no use on the firms have effectively cost control under vertical integration. Furthermore, value added analysis and estimations of unit area cost demonstrate how AUO increase their competitive power and reduce the material cost to attend the fine cost control ability.