人工智慧新世代 - ASIC設計服務廠商之經營發展策略分析：以G公司為例

Abstract

半導體製程技術過去幾十年來一直遵循著摩爾定律發展，讓晶片中單位面積上可容納的電晶體密度以每兩年為週期翻倍成長，但成本相對恆定。半導體技術的創新發展，在上世紀九零年代到二十一世紀初期帶動了電腦產業的龐大商機，隨著蘋果智慧型手機帶動新一波行動裝置的潮流，讓半導體製程在短短十年間從40奈米進展到7奈米。當次世代製程面臨物理限制，摩爾定律不再適用時，因應高效能運算與人工智慧的高運算、高頻寬與低延遲的需求，半導體產業開發出先進封裝的技術，讓晶片的功能加速擴大，同時也讓晶片的設計日益複雜。透過專業分工得方式，將看似常規性功能但技術含量極高的晶片設計任務與生產管理交予專業的ASIC（Application-Specific Integrated Circuit）設計服務公司，讓客戶可以專注在核心技術開發與產品的規劃和行銷就變得非常重要。加上近年來由於國際情勢與地緣政治的因素，半導體晶片從一般商用產品，已然成為各地區的戰略性資源，終端客戶為擺脫受少數晶片廠商，讓ASIC設計服務公司過去五年來在營收和獲利上大幅成長。 透過個案分析的模式，本研究以ASIC設計服務產業的領導廠商G公司為研究對象，首先針對整體半導體產業技術發展與相關事業組合的市場趨勢進行剖析，探討五力分析中哪些項目為該產業的關鍵因素，接著進行個案公司與主要競爭間P在財務與企業資源能力上的比較，採用學理上相關分析方法，包含產業價值鏈、競爭分析、策略活動系統、BCG矩陣、成長策略及事業競爭策略等，了解個案G公司透過在明星事業上以有機與聯盟合作成長式創造差異化優勢，在金牛事業以流程再造與產品事業多角化方式創造本領導優勢。面對人工智慧新世代，用靈活的策略及一系列策略活動，讓公司續創高峰。

The semiconductor manufacturing process technology has followed Moore's Law for the past few decades, leading to a doubling of the transistor density per unit area on chips approximately every two years while keeping costs relatively stable. The innovation and development of semiconductor technology drove significant business opportunities in the computer industry from the 1990s to the early 2000s. With the advent of Apple's smartphones, a new wave of mobile devices emerged, causing semiconductor processes to advance rapidly from 40 nanometers to 7 nanometers within just ten years. As next-generation processes faced physical limitations and Moore's Law became less applicable, the semiconductor industry responded to the demands of High-Performance Computing (HPC) and Artificial Intelligence (AI), which require high compute power, high bandwidth, and low latency, by developing advanced packaging technologies. This expansion of chip functionality has also led to increasingly complex chip designs. Through a division of labor, seemingly routine yet technically sophisticated chip design tasks and production management have been entrusted to specialized ASIC（Application-Specific Integrated Circuit）design service companies. This has allowed customers to focus on core technology development, product planning, and marketing, which has become very important. In light of recent international circumstances and geopolitical factors, semiconductor chips have transitioned from general commercial products to strategic resources across various regions. End customers sought to reduce reliance on a few chip manufacturers, contributing to significant revenue and profit growth for ASIC design service companies in the past five years. This study uses a case analysis approach, focusing on the leading company in the ASIC design service industry, G-Company. First, we analyzes the technological and market trends within the overall semiconductor industry and related business portfolios, exploring which items in the five forces analysis are critical factors for the industry. Then compares G-Company with its major competitors in terms of financials and corporate resource capabilities, employing relevant analytical methods such as industry value chains, competitive analysis, strategic activity systems, BCG matrices, growth strategies, and competitive business strategies. This understanding reveals that G-Company has created differentiation advantages through organic growth and alliances in its star businesses, while leveraging process reengineering and product diversification in its cash cow businesses to establish leadership advantages. Faced with the new generation of artificial intelligence, the company continues to reach new peaks through flexible strategies and a series of strategic activities.