半導體晶圓企業在相關多角化經營的策略分析–以台灣積體電路公司為例

Abstract

過去20年的半導體產業，驅動科技突破的動力一直來自於遵從摩爾定律對半導體元件能夠縮小的速度所做的預測。然而，隨著半導體元件不斷地縮小，現今最先進製程的最小尺度已經逐漸朝物理極限邁進，對提供半導體製程的晶圓廠來說，如何找到下一個營收成長的動力是件刻不容緩的任務，而相關多角化經營是一個企業能夠採取的公司策略。本篇論文試著分析半導體晶圓廠在”超越摩爾定律”這類相關多角化經營上所採取的策略，台灣積體電路有限公司(簡稱台積電)是本篇論文的案例分析對象。首先，本論文分析台積電本身的優勢與劣勢；其次，台積電現行在”超越摩爾定律”產業上的所採取的策略也被解析；接著本論文給出了”超越摩爾定律”產業中能夠成功的關鍵影響因子為何；最後對台積電提出了在相關多角化經營上能持續擁有競爭優勢的建議。

In semiconductor industry, the technology driver has always been pursuing smaller devices that predicted by Moore’s law. However, as the Moore’s law approaching its silicon limit, semiconductor manufacturers such as foundries need to find the next source for future revenue growth. Related diversification is one corporate strategy that a company can adopt. In this thesis, the related diversification strategy on “More than Moore’s (MtM) technology” of a semiconductor foundry is analyzed. Taiwan Semiconductor Manufacturing Company (TSMC) is the case study company in this thesis. First, this thesis aims to analyze TSMC’s strengths and weakness in the more than Moore’s industry. Second, TSMC’s current strategy on related diversification is analyzed. Third, key factors for TSMC to succeed in the more than Moore’s industry are identified. Finally, strategic suggestions on how TSMC could sustain its competitive advantages in more than Moore’s industry are given.