半導體通路商新事業發展策略之研究 －以A公司（發展晶圓代工代理服務）為例

Abstract

本論文針對半導體材料通路商在制定新事業發展策略之商業模式研究為主題，主以Mark Johnson(2010) 提出四格商業模式的理論分析為基礎，透過對大陸IC設計產業與全球晶圓代工產業進行市場分析，並針對半導體通路商的核心能力進行剖析，試圖為半導體通路商在制訂新事業發展策略上提供一個新想法，並選擇一家在半導體通路業中具有代表性的個案公司為研究主體，系統化探討商業模式關鍵要素之範疇、可能遭遇之風險以及因應對策，期許瞭解實務經營與商業模式關鍵成功因素的關聯性。 本論文的主要發現及結論： 1. 大陸IC設計產業自2015年起進入高度成長，增加近1,500家中小型IC設計公司，這些公司受限於規模太小，無法有效優化其供應鏈管理能力，因此創造出發展晶圓代工代理服務業的有利環境。如何有效率的接觸與經營這些中小型IC設計公司，是晶圓代工代理服務業的挑戰。 2. 晶圓代工代理服務須具備良好的供應商開發與管理能力、業務與技術團隊的專業能力、財務調度能力等關鍵成功要素。半導體通路商相較於產業現有競爭者更具備這些關鍵成功要素，無論在通路、供應鏈、財務、服務流程等各方面都具備競爭優勢，跨入晶圓代工代理服務業具有一定的競爭優勢。 3. 個案公司針對大陸中小型IC設計公司所面臨的痛點，提出『最有效率的晶圓代工服務平台』的顧客價值主張，發揮自身的核心能力，發展出適合晶圓代工代理服務的關鍵資源與關鍵流程，可以做為其他半導體通路商在發展相關性多角化成長策略的參考。

Based on the theoretical analysis of the Four-box Business Model methodology proposed by Mark Johnson (2010), this thesis focuses on new business developing strategy of semiconductor agent by setting their business model. Through the market research and analysis of IC design industry in China and global semiconductor foundry industry, and also study the core competence of semiconductor agent, we try to provide a new idea to develop new business statergy for semiconductor agent. Through the selection of a representative case company in semiconductor agent industry as the main research object, this thesis systematically discuss the scope, possible challenges and counterproposals of key elements of the business model, in order to understand the correlation between practical operation and key success factors of the business model. The findings of this thesis include: 1. IC design industry in China entered high growth from 2015, and increased more than 1,500 companies in this period. Linited by company scale, they can’t optimize the capability of supplychain management. It creats the good opportunity for foundry agent service. However, it’s also a big challenge for them to contact and manage those IC design customers. 2. It required sereval key success factors for foundry agant service, such as good capability of supplychain amagement, perfressional skills of sales and technical teams, good capability of financial management. Comparing to existing players, semiconductor agents are more capable of above key success factors, and they have competitive advantage in terms of channel, supplychain, finance and service. 3. Aiming at the pain points faced by those small and medium IC design companies in China, the case company proposes customer value proposition “The most effective platform for foundry service”. By exerting own core competence, the case company developed their key resources and process to match the need of foundry agant service. It’s a reference for other semiconductor agants when they consider diversification strategy to develop new business.