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題名 亞洲區域營運策略 - 美國半導體設備公司之個案研究
Regional Operations Strategy in Asia — A Case Study of an US Semiconductor Capital Equipment Company作者 張翰
Chang,Kevin Hann貢獻者 于卓民
Yu,Chwo Ming
張翰
Chang,Kevin Hann關鍵詞 區域營運策略
半導體設備產業
Regional operations strategy
Semiconductor equipment industry日期 2007 上傳時間 12-Sep-2009 12:53:41 (UTC+8) 摘要 Please see the English Abstract
In the 21st century, the globalization movement to multinational corporations is an inevitable process to maintain the continuous business growth. Asia, in particular, has drawn all the attention of multinational corporations worldwide and is considered as the region of the century. This research is designed to study the Asian regional operations of a multinational corporate in semiconductor equipment industry. In response to the regional customers demand, the regional competition, and the regional operations cost reduction, the case company has strategically established regional operations centers in Asia, covering the aspects of technical support, technical training, parts logistics, parts sourcing and repairing, as well as service outsourcing. This study found that the outstanding regional operations strategy plays a key role in the industrial competition and the overall operational excellence. The service enhancement through the technical support and spares sourcing can directly benefit the IC manufacturing customers and reword to the cost reduction of the regional operations. The studied case company clearly can be a benchmark of the regional operations practices for semiconductor equipment industry as well as for other related industries. Furthermore, the objective of this research is to provide useful suggestions that may help the firms in the industry on their future regional operations strategies setting as well as offer the academic researchers with a good case study of the development of regional operations in Asia.
Chapter I Introduction 1 1.1 Motivations of the Study 1 1.2 Research Objectives and Questions 2 1.3 Research Flow and Chapters Description 4 1.4 Research Scope and Limitation 5 Chapter II Review of Literature 7 2.1 Multinational Corporations 7 2.2 Centralization and Decentralization 8 2.3 Structure and Strategy on Integrated and Responsive Forces 11 2.3.1 Globalization 11 2.3.2 Global Integration vs. Local Responsiveness 13 2.4 Regional Organization and Corporations Strategy 15 2.4.1 Headquarters vs. Subsidiary Operations 15 2.4.2 Two Way Relationships 17 2.4.3 The Eclectic Theory 19 2.4.4 The National Diamond Theory 20 2.5 Regional Operations and Management 22 2.5.1 Roles of Regional Headquarters 22 2.5.2 Managing Regional Operations 25 2.5.3 Implications of Regional Operations and Management 26 2.5.4 Regional Headquarters within Asia 29 2.6 Summary of Literature Review 31 Chapter III Research Methodology and Case Introduction 33 3.1 Research Methodology 33 3.1.1 Research Framework and Interview Guidelines 33 3.1.2 Information Collection 35 3.2 Descriptive Analysis of Semiconductor Industrial Environment 36 3.3 Semiconductor Industry in Asia 38 3.4 The Company – MAI 40 3.4.1 Company Continue Growing 41 3.4.2 Separation of MESA from MAI 42 3.4.3 Acquisition of EPI 42 3.4.4 Market Success of CVD in the New Millennium 43 Chapter IV Case Description and Analysis 45 4.1 Migration of Semiconductor Manufacturing to Asia 45 4.2 Strengthening the Asian Regional Operations 47 4.2.1 Asia Technical Support Center 48 4.2.2 Asia Training Center 51 4.2.3 Asia Parts Depot Center 52 4.2.4 Asia Parts Sourcing Center 54 4.2.5 Asia Parts Repairing Center 55 4.2.6 Asia Service Outsourcing Centers 57 4.2.7 Coordination of Asian Regional Operations Centers 59 4.3 Strengthen the Customer Satisfactions 61 4.4 Superior Performance and Recorded Selling from 2004 to 2007 62 4.5 Regional Strategy aligned with the Corporate Goals 64 Chapter V Conclusions and Suggestions 69 5.1 Conclusions 69 5.2 Suggestions 75 5.2.1 Suggestions to the Firms in the Industry 75 5.2.2 Suggestions to Future Research 76 References 78 English References: 78 Chinese References: 85參考文獻 English References:
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77. Yu, Chow-Ming (于卓民)，國際企業: 環境與管理International Business: Environments and Management，台北：華泰出版社, 2000。描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
929325021
96資料來源 http://thesis.lib.nccu.edu.tw/record/#G0929325021 資料類型 thesis dc.contributor.advisor 于卓民 zh_TW dc.contributor.advisor Yu,Chwo Ming en_US dc.contributor.author (Authors) 張翰 zh_TW dc.contributor.author (Authors) Chang,Kevin Hann en_US dc.creator (作者) 張翰 zh_TW dc.creator (作者) Chang,Kevin Hann en_US dc.date (日期) 2007 en_US dc.date.accessioned 12-Sep-2009 12:53:41 (UTC+8) - dc.date.available 12-Sep-2009 12:53:41 (UTC+8) - dc.date.issued (上傳時間) 12-Sep-2009 12:53:41 (UTC+8) - dc.identifier (Other Identifiers) G0929325021 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/30797 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 929325021 zh_TW dc.description (描述) 96 zh_TW dc.description.abstract (摘要) Please see the English Abstract zh_TW dc.description.abstract (摘要) In the 21st century, the globalization movement to multinational corporations is an inevitable process to maintain the continuous business growth. Asia, in particular, has drawn all the attention of multinational corporations worldwide and is considered as the region of the century. This research is designed to study the Asian regional operations of a multinational corporate in semiconductor equipment industry. In response to the regional customers demand, the regional competition, and the regional operations cost reduction, the case company has strategically established regional operations centers in Asia, covering the aspects of technical support, technical training, parts logistics, parts sourcing and repairing, as well as service outsourcing. This study found that the outstanding regional operations strategy plays a key role in the industrial competition and the overall operational excellence. The service enhancement through the technical support and spares sourcing can directly benefit the IC manufacturing customers and reword to the cost reduction of the regional operations. The studied case company clearly can be a benchmark of the regional operations practices for semiconductor equipment industry as well as for other related industries. Furthermore, the objective of this research is to provide useful suggestions that may help the firms in the industry on their future regional operations strategies setting as well as offer the academic researchers with a good case study of the development of regional operations in Asia. en_US dc.description.abstract (摘要) Chapter I Introduction 1 1.1 Motivations of the Study 1 1.2 Research Objectives and Questions 2 1.3 Research Flow and Chapters Description 4 1.4 Research Scope and Limitation 5 Chapter II Review of Literature 7 2.1 Multinational Corporations 7 2.2 Centralization and Decentralization 8 2.3 Structure and Strategy on Integrated and Responsive Forces 11 2.3.1 Globalization 11 2.3.2 Global Integration vs. Local Responsiveness 13 2.4 Regional Organization and Corporations Strategy 15 2.4.1 Headquarters vs. Subsidiary Operations 15 2.4.2 Two Way Relationships 17 2.4.3 The Eclectic Theory 19 2.4.4 The National Diamond Theory 20 2.5 Regional Operations and Management 22 2.5.1 Roles of Regional Headquarters 22 2.5.2 Managing Regional Operations 25 2.5.3 Implications of Regional Operations and Management 26 2.5.4 Regional Headquarters within Asia 29 2.6 Summary of Literature Review 31 Chapter III Research Methodology and Case Introduction 33 3.1 Research Methodology 33 3.1.1 Research Framework and Interview Guidelines 33 3.1.2 Information Collection 35 3.2 Descriptive Analysis of Semiconductor Industrial Environment 36 3.3 Semiconductor Industry in Asia 38 3.4 The Company – MAI 40 3.4.1 Company Continue Growing 41 3.4.2 Separation of MESA from MAI 42 3.4.3 Acquisition of EPI 42 3.4.4 Market Success of CVD in the New Millennium 43 Chapter IV Case Description and Analysis 45 4.1 Migration of Semiconductor Manufacturing to Asia 45 4.2 Strengthening the Asian Regional Operations 47 4.2.1 Asia Technical Support Center 48 4.2.2 Asia Training Center 51 4.2.3 Asia Parts Depot Center 52 4.2.4 Asia Parts Sourcing Center 54 4.2.5 Asia Parts Repairing Center 55 4.2.6 Asia Service Outsourcing Centers 57 4.2.7 Coordination of Asian Regional Operations Centers 59 4.3 Strengthen the Customer Satisfactions 61 4.4 Superior Performance and Recorded Selling from 2004 to 2007 62 4.5 Regional Strategy aligned with the Corporate Goals 64 Chapter V Conclusions and Suggestions 69 5.1 Conclusions 69 5.2 Suggestions 75 5.2.1 Suggestions to the Firms in the Industry 75 5.2.2 Suggestions to Future Research 76 References 78 English References: 78 Chinese References: 85 - dc.description.tableofcontents Chapter I Introduction 1 1.1 Motivations of the Study 1 1.2 Research Objectives and Questions 2 1.3 Research Flow and Chapters Description 4 1.4 Research Scope and Limitation 5 Chapter II Review of Literature 7 2.1 Multinational Corporations 7 2.2 Centralization and Decentralization 8 2.3 Structure and Strategy on Integrated and Responsive Forces 11 2.3.1 Globalization 11 2.3.2 Global Integration vs. Local Responsiveness 13 2.4 Regional Organization and Corporations Strategy 15 2.4.1 Headquarters vs. Subsidiary Operations 15 2.4.2 Two Way Relationships 17 2.4.3 The Eclectic Theory 19 2.4.4 The National Diamond Theory 20 2.5 Regional Operations and Management 22 2.5.1 Roles of Regional Headquarters 22 2.5.2 Managing Regional Operations 25 2.5.3 Implications of Regional Operations and Management 26 2.5.4 Regional Headquarters within Asia 29 2.6 Summary of Literature Review 31 Chapter III Research Methodology and Case Introduction 33 3.1 Research Methodology 33 3.1.1 Research Framework and Interview Guidelines 33 3.1.2 Information Collection 35 3.2 Descriptive Analysis of Semiconductor Industrial Environment 36 3.3 Semiconductor Industry in Asia 38 3.4 The Company – MAI 40 3.4.1 Company Continue Growing 41 3.4.2 Separation of MESA from MAI 42 3.4.3 Acquisition of EPI 42 3.4.4 Market Success of CVD in the New Millennium 43 Chapter IV Case Description and Analysis 45 4.1 Migration of Semiconductor Manufacturing to Asia 45 4.2 Strengthening the Asian Regional Operations 47 4.2.1 Asia Technical Support Center 48 4.2.2 Asia Training Center 51 4.2.3 Asia Parts Depot Center 52 4.2.4 Asia Parts Sourcing Center 54 4.2.5 Asia Parts Repairing Center 55 4.2.6 Asia Service Outsourcing Centers 57 4.2.7 Coordination of Asian Regional Operations Centers 59 4.3 Strengthen the Customer Satisfactions 61 4.4 Superior Performance and Recorded Selling from 2004 to 2007 62 4.5 Regional Strategy aligned with the Corporate Goals 64 Chapter V Conclusions and Suggestions 69 5.1 Conclusions 69 5.2 Suggestions 75 5.2.1 Suggestions to the Firms in the Industry 75 5.2.2 Suggestions to Future Research 76 References 78 English References: 78 Chinese References: 85 zh_TW dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0929325021 en_US dc.subject (關鍵詞) 區域營運策略 zh_TW dc.subject (關鍵詞) 半導體設備產業 zh_TW dc.subject (關鍵詞) Regional operations strategy en_US dc.subject (關鍵詞) Semiconductor equipment industry en_US dc.title (題名) 亞洲區域營運策略 - 美國半導體設備公司之個案研究 zh_TW dc.title (題名) Regional Operations Strategy in Asia — A Case Study of an US Semiconductor Capital Equipment Company en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) English References: zh_TW dc.relation.reference (參考文獻) 1. Asheghian, Parviz, and Ebrahimi, Bahmen, International Business: Economics, Environment, and Strategies, NY: Harpercollins College Div, 1990 zh_TW dc.relation.reference (參考文獻) 2. Baliga, B.R, and Jaeger, A. M., “Multinational Corporations: Control Systems and Delegation Issues”, Journal of International Business Studies, fall 1984, pp. 25-40. zh_TW dc.relation.reference (參考文獻) 3. Bartlett, Christopher A., “Building and Managing the Transnational: The New Organizational Challenge”, in Competition in Global Industries, edited by Michael E. Porter, Boston, MA: Harvard Business School Press, 1986, pp. 367-401. zh_TW dc.relation.reference (參考文獻) 4. Bartlett, Christopher A., Ghoshal, Sumantra, “Tap Your Subsidiaries for Global Reach”, Harvard business Review, 1986, pp. 87-94. zh_TW dc.relation.reference (參考文獻) 5. Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders: The Transnational Solution, Boston, MA: Harvard business School Press, 1998. zh_TW dc.relation.reference (參考文獻) 6. Bartlett, Christopher A., Ghoshal, Sumantra, and Birkinshaw, Julian, Transnational Management, New York, NY: McGraw Hill, 1992 zh_TW dc.relation.reference (參考文獻) 7. Benito, C., Grogaard, B., Narula, R., “Environmental Influences on MNE Subsidiary Roles: Economic Integration and the Nordic Countries”, Journal of International Business Studies, 34, 2003, pp. 443-456 zh_TW dc.relation.reference (參考文獻) 8. Birkinshaw, Julian, Morison, Allen, and Hulland, John, “Structural and Competitive Determinants of a Global Integration Strategy”, Strategic Management Journal, 16, 8, 1995, pp. 637-655 zh_TW dc.relation.reference (參考文獻) 9. 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