晶片短缺下跨國IDM供應鏈策略分析-以德州儀器為例

Abstract

自2020年始，在COVID-19疫情之下晶片缺貨問題對許多產業都帶來衝擊，同時，晶片需求的遽增也對供應商帶來出貨壓力，本研究以產業報告、企業財報等資料分析晶片市場之需求面及供給面，並以供應鏈相關理論如長鞭效應、供應鏈協商等深度分析此問題原因，發現晶片缺貨主要是需求大幅增加、IDM產能供給與需求無法配合使供需關係失衡所導致，而資訊處理、營運及行為面等供應鏈協商障礙更加劇長鞭效應使需求預測失準，讓缺貨問題更加嚴重。 本研究接續以全球市占第一類比晶片商—德州儀器作為個案研究對象，訪談其內部供應鏈主管、應用技術工程師及客戶端採購專員作為初級資料，並結合次級資料探討其產品、終端應用市場及未來產能計畫、主要客戶關係及近五年損益與庫存水準探討其受晶片缺貨影響之經營狀況變化，分析德州儀器之競爭者，收斂出其產品種類廣，可提供客戶完整解決及應用市場分散等競爭優勢。第二節分析其應對晶片缺貨之供應鏈策略，發現其藉由訂定不同出貨順序、增加直接客戶、發展線上銷售管道與訂定更長遠計畫來更貼近急遽變化的終端客戶需求及彈性應變突發事件。 根據晶片供應商應完善其供應鏈管理以減緩長鞭效應、更貼近終端客戶需求，並做更長期的規劃使供應鏈能彈性應變之結論，建議德州儀器藉導入敏捷供應鏈及組織文化、主導供應鏈設計及打造供應鏈生態系統資訊共享平台以應對未來內部供應鏈策略及外部環境之變化。

Since 2020, under the COVID-19 epidemic situation, the chip shortage has impacted many industries. At the same time, the rapid increase of demand for chips has also brought shipment pressure to suppliers. This study analyzes both the demand and supply sides of the chip market and the causes of chip shortage by industry reports, corporate financial reports and supply chain related theories such as bullwhip effect and supply chain coordination. It is found that the problem is mainly caused by the large increase of demand and the imbalance between IDM capacity and the end demand. Also, the bullwhip effect is aggravated due to supply chain coordination obstacles such as information processing, operation and behavior, which makes the demand forecast inaccurate and makes the shortage problem more serious. In this study, Texas Instruments, the world's largest analog chip manufacturer, is taken as a case study object, and 3 interviews of its internal supply chain supervisor, field application engineer and client procurement specialist were conducted as primary data, and combined with secondary data to analyze its products, end-use markets, future capacity plan, main customer relationship, P&L and inventory level in recent five years, to see its operating status changes affected by chip shortage. Moreover, an analysis of Texas Instruments' competitors reveals its competitive advantages, such as a wide range of product offerings, the ability to provide customers with complete solutions and a diversified application market. The second section analyzes its supply chain strategy to deal with chip shortages. It is found that it has developed different shipment schedules, increased direct customers, developed online sales channels and longer-term plans to be more responsive to rapidly changing end-customer needs and flexible to unexpected events. Based on the conclusion that chip suppliers should improve their supply chain management to mitigate the bullwhip effect, get closer to end-customer needs, and develop a longer-term plan to make the supply chain flexible and responsive, it is suggested that Texas Instruments should introduce agile supply chain and organizational culture, lead the supply chain design and build a supply chain ecosystem information sharing platform to cope with future changes in internal supply chain strategy and external environment.