DRAM產業競爭及營運模式

Abstract

創造最大利潤與控制風險一直是企業追求的目標，然而影響決策的因素隨著時代進步轉趨複雜，顧此失彼時有所聞。科技演進、競爭資訊、資源管理、甚至於終端產品發展趨勢，在在牽動整個企業決策方向。全球DRAM (dynamic random access memory動態隨機存取記憶體) 產業經過近20年來的更替是上述論點最好的案例。DRAM產業已形成四大技術集團，總產值高達300億美元。每一世代的資本支出，動輒以20~30億美元計。快速推進的半導體製程技術促使產能大增，然而一旦景氣反轉、供過於求、價格崩跌，常造成廠商大幅虧損。 本研究以高資本密集的DRAM半導體產業為例，著手產業探討、產業分析、競爭策略研究，從而審視公司的營運策略與模式，並就轉型的營運模式，以力晶科技公司為例，進行個案分析。 台灣DRAM廠商多數在1995年以後加入戰局，經過初期幾年辛苦的耕耘，於2000年起開始收成。到2008年金融海嘯前，也都能隨著景氣與產品價格的循環，載浮載沉。可是在2008年金融海嘯過後，消費電子產品，卻碰巧在這節骨眼起了重大的變化。智慧型手持行動裝置開始大行其道，導致傳統PC標準型DRAM需求直線下滑，供過於求，價格再也回不到從前。在當初政府鼓勵新興產業政策的推波助瀾下，公司投入龐大的生產設備成本之後，卻尷尬的面臨如何持續營運的問題。解決方案或因應策略的選項有退出產業、倒閉、持續經營、合併/合作事業、與轉型。 事業轉型成功與否取決於公司長期鍛鍊的競爭力與條件以及領導者的決斷力與智慧，以上關鍵的特質才真正構成公司轉型過程中贏的策略(win strategy)。另一前提是，科技業者跟得上時代潮流，才不致被淘汰。本此，力晶在黃崇仁董事長卓越帶領下，已接近成功的從一個DRAM專業產品廠轉型為新興(emerging) IC (integrated circuit) 晶圓代工服務廠。

Generating profits while controlling operation risks is an ultimate company goal. However, it has become complicated with factors influencing strategy and decision makings such as fast technology advancement, incomprehensive competition information, and dynamic end-user behavior or market trend. DRAM (dynamic random access memory) industry, over the past 20 years of development, has been a best case investigation for those challenges. DRAM industry has become a four leading enterprise formation. The annual revenue reaches at $30B in total globally. Furthermore, capital expenses (CAPEX) would cost as high as $3B for each generation of technology investment. With such a great competition intensity and technology-accelerating capability, there become a catastrophic in production capacity: over supply and thus under price which is, in turn, causing a tremendous operating loss in the industry. Since 1995, Taiwan industry has entered in DRAM manufacturing business, and having returns after several years of investments. Between 2000 and the year of financial tsunami in 2008, Taiwan companies could still go up and down with DRAM market price tides. At the juncture of 2009, however, there was a significant consumer electronic product and behavior resolution from desk and laptop to hand-held devices such as smart phones and tablet PC. This further impacted negatively on Taiwan DRAM industry, and thus requiring a change in business model in order to survive. The thesis research will conduct a study and analysis of DRAM industry. The investigation of industrial competition strategies and operation modes will be further summarized. It will then follow up with a case study of successful operation mode transform by a company called Powerchip.