Mina MBA91. 91 6
Abstract This research describes the value chain development of Taiwan foundry industry s investment in China and analyzes how the foundry firm establishes its value chain and strategy in the different industry environment. The research also raises inferences about Taiwan foundry industry s value-chain mode and business model and expects to be reference materials for the industry and government. The research content includes the analysis of Taiwan and China semi-conductor industries environment, the analysis of the industry value chain, and the scenario analysis of China s industry environment and Taiwan s foundry industry de velopment. Finally, here come the research findings of this thesis: 1. The foundry industry in Taiwan already established a stable competitive advantage. After investing in China, it will also play a key role in the development of China s semi-conductor industries. 2. Taiwan foundry industry will be the coordinator of China s semi-conductor industry value-chain, and promote the development there. 3. There exist the demand and trend which the foundry industry will raise its added value in the semi-conductor industry value-chain, especially after investing in China. 4. When the foundry industry tries to raise its added value, some activities like IP providing and IC design service will be the optimum alternatives. 5. After investing in China, the development of the foundry industry will be highly related to the progress of local system industry and IC design industry. 6. No matter how industry environment evolve, the foundry industry will change its value chain structure on the basis of reducing the transaction cost and developing the synergy. 7. The foundry industry won t do the real integration unless the foundry s potential profit be limited or the real integration can bring the huge profit. 8. No matter integrate or not, the foundry industry shouldn t compete with its customer. 9. The foundry industry establish a symbiosis system with its customer, but it will form the different strategies depend the customer classification.
I...1...1...2...3...6...6...11...17...24...24...26...29...29...36...52...65...75...75...86...98...104...104...108...110...113
3-1...27 3-2...28 4-1 2000-2005 IC...30 4-2 2002~2003...31 4-3 /...37 4-4 2002 IC...38 4-5 2001 IC...46 4-6 2001 IC...47 4-7 2001 IC...48 4-8 IC...48 4-9 2001 IC...49 4-10 2001...52 4-11 8...53 4-12 2001 IC...58 4-13 IC 2000...59 4-14 2001 IC...60 5-1...93 5-2...97 II
1-1...5 2-1...8 2-2...13 2-3...13 2-4...21 3-1...25 5-1...76 5-2...89 5-3...90 5-5 IC...92 III
1
2
3
4
5
(industry and competitive analysis) 6
(driving forces) 7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
IC tape EDA tools IP IC IC IC 76
77
78
79
80
81
82
83
84
85
86
87
88
EDA IP IC IC IDM 89
EDA IP IC IC IDM EDA IP IC IC IDM 90
91
EDA IP IC IC IDM 92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
(1) (2) (3) (4) (5) (6) 113
114
115
116