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題名 外包給競爭者的策略分析 -以蘋果、三星、台積電的競合關係為例
The Strategic Analysis of Outsourcing to OEM’s Competitor – The Case Study of the Coopetition among Apple, Samsung and TSMC
作者 陳玟妤
Chen, Wen-Yu
貢獻者 許牧彥
Hsu, Mu-Yen
陳玟妤
Chen, Wen-Yu
關鍵詞 外包
代工
品牌商
競爭者
競合策略
第三方代工商
Contract manufacturing
Outsourcing
Brand manufacturer
Third-party manufacturer
Competitors
Coopetition strategy
日期 2021
上傳時間 4-八月-2021 16:27:55 (UTC+8)
摘要 代工一直是台灣發展工業的重點項目,而每年的外銷訂單中,代工就佔了八成。台積電的全球晶圓代工更在全球占有一席之地,可見代工的相關研究對於台灣具有代表性。本研究欲針對品牌商對於代工商的決策進行探討,該選擇第三方代工商還是競爭者代工商才是正確的呢?Heese, Kemahlıo˘glu-Ziya, and Perdikaki (2020) 的理論模型認為在競爭態勢不明顯及具規模經濟的情況下,外包給競爭對手可能是最佳策略。
本研究以個案研究法針對蘋果外包應用處理器給三星及台積電的案例來對Heese etc. (2020)的假設進行否證。本研究認為蘋果在代工商的轉換必有其因,而這些因素或許能成為修正現有理論模型的契機。因此,本研究將深入了解「蘋果屏棄三星,轉請台積電代工」的實際發展過程,以這三家公司的競合個案來否證Heese etc. (2020)所提出的命題。並從個案中提取線索,顯示Heese etc. (2020)的模型設定有所不足之處,作為修正其理論模型的實證基礎。
本研究發現:當外包商(品牌商)選擇代工商時,在考慮學習效果及因技術快速迭代與研發投入高昂所引發的技術性進入障礙下,應選擇第三方代工商而非競爭者代工商。因為,外包商當期選擇那個代工商將決定下一個技術世代有那個代工商可供選擇。為了讓未來的外包合作能不受競爭者牽制以及讓第三方代工商有足夠資金投入下一個世代技術的研發,外包商就不該為了當期的規模經濟利益而選擇與競爭者代工商合作。這個管理意涵也適用於其他學習效果明顯與技術快速迭代的產業。
Contract manufacturing has always been important for industrial development in Taiwan, and accounts for 80% of Taiwan’s annual export. For any firm who needs to outsourcing manufacturing activities to contractors, the first question raised is “How to choose a manufacturing contractor?”. The traditional wisdom is choosing a third-party manufacturing contractor rather than a competitor manufacturing contractor who might steal your know-how or business in the future. However, Heese, Kemahlıo˘glu-Ziya, and Perdikaki (2020) argued that, when market is less competitive, outsourcing to competitors may be the best strategy by exploiting the cost reduction from economies of scale. This study tries to falsify the hypothesis of Heese etc. (2020) by the case of Apple shifting the order of iPhone’s CPU from Samsung (competitor manufacturing contractor) to TSMC (third-party manufacturing contractor). This study found that outsourcers should choose third-party manufacturing contractor rather than competitor manufacturing contractor when considering the learning effects and technical entry barriers caused by rapid technology iteration and high R&D investment. For, the current choice of contractor will determine which contractor is available for the next technology generation. In order to prevent the future block from competitor manufacturing contractor and to allow third-party manufacturing contractor having sufficient funds to invest in the R&D of future technology, outsourcers should not follow the suggestion of Heese etc. (2020). This management implication is also applicable to other industries with obvious learning effects and rapid technological iteration.
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描述 碩士
國立政治大學
科技管理與智慧財產研究所
108364123
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108364123
資料類型 thesis
dc.contributor.advisor 許牧彥zh_TW
dc.contributor.advisor Hsu, Mu-Yenen_US
dc.contributor.author (作者) 陳玟妤zh_TW
dc.contributor.author (作者) Chen, Wen-Yuen_US
dc.creator (作者) 陳玟妤zh_TW
dc.creator (作者) Chen, Wen-Yuen_US
dc.date (日期) 2021en_US
dc.date.accessioned 4-八月-2021 16:27:55 (UTC+8)-
dc.date.available 4-八月-2021 16:27:55 (UTC+8)-
dc.date.issued (上傳時間) 4-八月-2021 16:27:55 (UTC+8)-
dc.identifier (其他 識別碼) G0108364123en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/136689-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理與智慧財產研究所zh_TW
dc.description (描述) 108364123zh_TW
dc.description.abstract (摘要) 代工一直是台灣發展工業的重點項目,而每年的外銷訂單中,代工就佔了八成。台積電的全球晶圓代工更在全球占有一席之地,可見代工的相關研究對於台灣具有代表性。本研究欲針對品牌商對於代工商的決策進行探討,該選擇第三方代工商還是競爭者代工商才是正確的呢?Heese, Kemahlıo˘glu-Ziya, and Perdikaki (2020) 的理論模型認為在競爭態勢不明顯及具規模經濟的情況下,外包給競爭對手可能是最佳策略。
本研究以個案研究法針對蘋果外包應用處理器給三星及台積電的案例來對Heese etc. (2020)的假設進行否證。本研究認為蘋果在代工商的轉換必有其因,而這些因素或許能成為修正現有理論模型的契機。因此,本研究將深入了解「蘋果屏棄三星,轉請台積電代工」的實際發展過程,以這三家公司的競合個案來否證Heese etc. (2020)所提出的命題。並從個案中提取線索,顯示Heese etc. (2020)的模型設定有所不足之處,作為修正其理論模型的實證基礎。
本研究發現:當外包商(品牌商)選擇代工商時,在考慮學習效果及因技術快速迭代與研發投入高昂所引發的技術性進入障礙下,應選擇第三方代工商而非競爭者代工商。因為,外包商當期選擇那個代工商將決定下一個技術世代有那個代工商可供選擇。為了讓未來的外包合作能不受競爭者牽制以及讓第三方代工商有足夠資金投入下一個世代技術的研發,外包商就不該為了當期的規模經濟利益而選擇與競爭者代工商合作。這個管理意涵也適用於其他學習效果明顯與技術快速迭代的產業。
zh_TW
dc.description.abstract (摘要) Contract manufacturing has always been important for industrial development in Taiwan, and accounts for 80% of Taiwan’s annual export. For any firm who needs to outsourcing manufacturing activities to contractors, the first question raised is “How to choose a manufacturing contractor?”. The traditional wisdom is choosing a third-party manufacturing contractor rather than a competitor manufacturing contractor who might steal your know-how or business in the future. However, Heese, Kemahlıo˘glu-Ziya, and Perdikaki (2020) argued that, when market is less competitive, outsourcing to competitors may be the best strategy by exploiting the cost reduction from economies of scale. This study tries to falsify the hypothesis of Heese etc. (2020) by the case of Apple shifting the order of iPhone’s CPU from Samsung (competitor manufacturing contractor) to TSMC (third-party manufacturing contractor). This study found that outsourcers should choose third-party manufacturing contractor rather than competitor manufacturing contractor when considering the learning effects and technical entry barriers caused by rapid technology iteration and high R&D investment. For, the current choice of contractor will determine which contractor is available for the next technology generation. In order to prevent the future block from competitor manufacturing contractor and to allow third-party manufacturing contractor having sufficient funds to invest in the R&D of future technology, outsourcers should not follow the suggestion of Heese etc. (2020). This management implication is also applicable to other industries with obvious learning effects and rapid technological iteration.en_US
dc.description.tableofcontents 目次

第一章 緒論………………………………………………………….... 1
第一節 研究背景與動機…………………..……………………........ 1
第二節 研究問題……………………….................... 4
第三節 研究定位……………………………………………………. 4
第二章 文獻探討……………………………………………………... 7
第一節 產業外包……………………………………………………. 7
第二節 競合策略…………………………………………................ 14
第三節 文獻小結與缺口……………………………………..…….. 20
第三章 研究方法…………………………………………………...... 22
第一節 個案研究法……………………………………………........ 22
第二節 個案選擇的方式與原則…………………...………...…...... 24
第三節 資料蒐集方法………………………………………........... 25
第四章 個案研究……………………………………………............. 26
第一節 產業介紹………………………………......……………..... 26
第二節 蘋果、三星與台積電個案背景…………................. 32
第三節 蘋果、三星與台積電…………........................ 40
第五章 討論與分析………………………………………………...... 58
第一節 代工商的轉換………………………………………........... 58
第二節 學習效果與技術迭代的影響………….................…….... 67
第六章 結論與建議……………………………………………….... 73
第一節 研究結論…………………………………………….......... 73
第二節 學術貢獻………………………………………….............. 75
第三節 管理實務意涵……………………………………….......... 76
第四節 未來研究建議……………………………………….......... 78
參考文獻…………………………………………………………........ 79

表次

表二-1、代工商與外包商之間的關係.................................. 20
表四-1、IC產業定義............................................... 26
表五-1、三星為蘋果公司應用處理器主要供應商(非競爭者)........... 59
表五-2、三星為蘋果公司應用處理器主要供應商(競爭者)............... 60
表五-3、台積電為蘋果公司應用處理器第二供應商...................... 60
表五-4、三星作為蘋果應用處理器主要供應商/台積電為第二供應商.......... 61
表五-5、台積電為蘋果公司應用處理器主要供應商........................ 62

圖次

圖四-1、半導體製程開發流程...................................... 28
圖四-2、半導體製程研發的學習曲線(良率提升曲線).................. 28
圖四-3、台積電目前EUV機台數量及EUV相關晶圓製造數據...... 51
圖四-4、摩爾定律............................................... 52
圖四-5、台積電奈米製程進步圖..................................... 53
圖四-6、台積電量產月成長與缺陷密度率.............................. 54
圖四-7、台積電從28nm製程到7nm製程的成長速度...................... 55
圖五-1、台積電學習效果-以N5、N7缺陷密度率下降時間............. 71
zh_TW
dc.format.extent 5656686 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108364123en_US
dc.subject (關鍵詞) 外包zh_TW
dc.subject (關鍵詞) 代工zh_TW
dc.subject (關鍵詞) 品牌商zh_TW
dc.subject (關鍵詞) 競爭者zh_TW
dc.subject (關鍵詞) 競合策略zh_TW
dc.subject (關鍵詞) 第三方代工商zh_TW
dc.subject (關鍵詞) Contract manufacturingen_US
dc.subject (關鍵詞) Outsourcingen_US
dc.subject (關鍵詞) Brand manufactureren_US
dc.subject (關鍵詞) Third-party manufactureren_US
dc.subject (關鍵詞) Competitorsen_US
dc.subject (關鍵詞) Coopetition strategyen_US
dc.title (題名) 外包給競爭者的策略分析 -以蘋果、三星、台積電的競合關係為例zh_TW
dc.title (題名) The Strategic Analysis of Outsourcing to OEM’s Competitor – The Case Study of the Coopetition among Apple, Samsung and TSMCen_US
dc.type (資料類型) thesisen_US
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zh_TW
dc.identifier.doi (DOI) 10.6814/NCCU202100675en_US