| Summary: | 碩士 === 國立交通大學 === 管理科學學程碩士班 === 91 === ABSTRACT
Due to 32% decline in global semiconductor market since the beginning of 2001, companies reacted by minimizing spending and investments in hope to survive in the competitive market. According to a market survey conducted by IC Insights, analysis shows a drastic reduction in capital spending of 38% in 2001, which is equivalent to 38 billion in US dollar, compare with year 2000.
Studies from IC Insights points out continuous self-investment for semiconductor companies is necessary for maintaining its competitiveness in the global market. However, as a result of the recent economical recession, companies automatically implemented cost reduction policies to minimize capital spending. Evidently, IC Insights predicted a 30 Billion USD decrease in spending for semiconductor sector in 2002, or 22% negative growth compare with year 2001. Concerns for material cost resulted in search and development of local sourced spare parts, which created promising business opportunities for local semiconductor spare parts suppliers. In addition, the introduction of 300mm wafer systems requires massive investment capital for foundry companies that are mostly based in Taiwan. To strategically attract more of these companies to purchase the new equipment, oversea system suppliers are committed to develop more local sourced spare parts in hope of assisting its customers as well as gain competitive advantages.
This research paper focuses on the study of semiconductor market trend and its tendency for the promotion of local sourced spare parts. Discussion on the competitive advantage and strategic management of individual local spare parts suppliers present an insight to the adoptive strategic methods these companies employed to stand strong in this ever changing, competitive market.
My research will analyze how companies survive successfully with their unique core competence in the fast-moving and competitive global market. The research consequences are concluded as following:
1. Approved the constraint of the Five Force Analysis Model, which could not catch up the hyper competitive industries. 2. Generalized the long-term competitive advantages, strategic progress and risk evaluation from the case studies as the further reference. 3.Offered opinions for domestic firms to enhance global competitive industrial advantages.
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