簡易檢索 / 詳目顯示

回結果列表
研究生： 徐健翔
Hsu, Chien-Hsiang
論文名稱： IC設計服務公司之採購組合分析
Purchasing Portfolio Matrix Analysis of IC Design Service House
指導教授： 林則孟
Lin, James T
口試委員: 陳勝一
Chen, Sheng-I
羅明琇
Lo, Ming-Shiow
學位類別： 碩士
Master
系所名稱： 工學院 - 工業工程與工程管理學系碩士在職專班
Industrial Engineering and Engineering Management
論文出版年： 2021
畢業學年度： 109
語文別： 中文
論文頁數： 112
中文關鍵詞： IC設計服務 、供應源管理 、卡拉傑克矩陣 、利潤影響 、供給風險
外文關鍵詞： IC design service, Sourcing management, Kraljic matrix, Profit impact, Supply risk
相關次數： 點閱：1  下載：0 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • IC設計服務公司除提供客戶IP設計能力外，半導體的供應鏈管理也是其核心服務。而IC設計服務業者並未擁有生產製造的功能，需完全仰賴於供應鏈廠商支援。與一般IC設計業者相比，其並無自有產品，且客戶來源廣泛、需求多樣化，導致供應鏈管理範疇更大且更難以掌握實際需求。加上半導體供應鏈在新技術及不同國家間角力的催化下，以往未遭遇的新挑戰不斷出現且速度越來越快。在此狀況下，IC設計服務業者對於供應源管理的風險探討已成為一個重要議題。

    本研究採用以「卡拉傑克矩陣」採購組合分析為架構，以其內容核心「利潤影響」及「供給風險」為基礎分析，本研究透過文獻上的回顧並結合產業專家意見，有系統地探討影響IC設計服務業者利潤與風險的關鍵要因。結果發現影響IC設計服務業者利潤之要因分別1.採購占比(48.3%)、2.技術先進程度(39.8%)及3.可預見的需求成長(11.9%)。而風險因為要因複雜而歸納出四大構面，按重要性排序為1.供應商風險(40.3%)、2.原物料風險(26.5%)、3.半導體市場環境風險(20.1%)及4.程序與控制風險(12.8%)。以個別要因來看，則以(1).原物料之短缺風險(14.4%)、(2).半導體環境市場之法律條文與變化(13.2%)，及(3).供應商之技術不可取代性(12.4)%為前三大之風險要因來源。

    進一步結合上述兩要因，將個案供應鏈品項進行定位以辨識出關鍵品項。結果發現除晶圓多數品項外，封裝品項中之「FCBGA封裝」、「CoWoS封裝」及「打線基板封裝」都落於策略象限，而「導線架封裝」與「FCCSP封裝」則落於瓶頸象限。可發現封裝品項也成為IC設計服務公司中需要被關注的品項。

    最後，探討如何改善IC設計服務業者對於供應源管理的關鍵供應品項，本研究針對關鍵品項的關鍵風險要因提出11項改善方案，預期能減少晶圓及封裝品項所面臨的風險，進而有助於個案公司達成供應鏈管理的目標。其結果並可作為後續供應商管理的重要參考依據，經結合買賣權力關係分析，可進一步探討供應鏈品項在不同狀況之供應商下會有何不同的管理意義。

    Besides the IP design capability, the supply chain management is the core competence of IC design service house. Especially, IC design service house owns no manufacturing line, all components and processes dependents on suppliers. Furthermore, in contrast to IC design house, design service house faces the extensive source of customer and the complex applications. Moreover, it has no own products. The reasons bring about more difficulties in handling the actual demand in this complex supply chain environment. New challenge that keeps happening at increasing rate was caused by new technology and competition between nations. In this situation, the investigation on supply risk of sourcing management is start to be more important.

    The “Kraljic Matrix” model is adopted in this research to purchasing analysis of IC design service. The “Profit impact” and “Supply risk” were the research foundation. The research investigated the key factors that impact to profit and risk combines with literature and expert opinion by the systematic approach. The result shows the factors of profit impact were 1. The value of purchase (forty-eight percent). 2. Technological advance (forty percent). 3. Expected growth in demand (twelve percent). Moreover, the supply risk was divided to 4 aspects due to the great complexity. The 4 aspects were 1. Supplier risk (forty percent). 2. Material/Components risk (twenty-seven percent). 3. The environment risk of semiconductors. (twenty percent). 4. Control and procedures risk (thirteen percent). By factors to review, the top three were (1). The shortage risk of material/components (fourteen percent). (2). The change of trade law for semiconductor environment (thirteen percent). (3). The irreplaceability of suppliers’ technology (twelve percent)

    In addition, this research indicated the right position of key supply chain items via evaluates these factors one by one. The result shows the assembly items becomes more critical than before. The “Flip-chip BGA”, “CoWoS” and” Wire-bond substrate” were be classified to strategy item. The “Lead-frame” and “Flip-chip CSP” were be classified to bottleneck item.

    Finally, this research discusses how to improve the key factors of key supply chain items. This research proposed eleven action plans and estimated to reduce the supply risk of wafer and assembly items then help close to the target of supply chain management. For future research, the matrix result also could be the basis to develop the strategy of supplier management. It could continue to discover the significance of management between different buyer-supplier relationship in the future.

    第一章 緒論......................................1 1.1 產業背景.....................................1 1.1.1 服務範圍與營利模式..........................1 1.1.2 設計服務業者之核心競爭力與供應鏈管理之關係....2 1.1.3 客戶需求與產業特性..........................4 1.2 研究動機.....................................5 1.2.1 個案公司觀察現象............................5 1.2.2 痛、望點分析................................7 1.3 研究目的.....................................8 1.4 研究流程與架構................................9 1.5研究限制......................................10 第二章 文獻回顧...................................11 2.1 採購組合分析..................................11 2.1.1 採購管理發展過程............................11 2.1.2 採購組合分析介紹............................13 2.2卡拉傑克矩陣...................................16 2.2.1 卡拉傑克象限轉移之策略.......................20 2.2.2 卡拉傑克研究案例............................22 2.2.3 買賣權力分析................................25 2.3 供應鏈風險....................................27 2.3.1 供應鏈管理範疇..............................28 2.3.2 風險定義....................................28 2.3.3 風險系統與要素..............................29 2.4 群體決策法....................................35 2.5 多準則決策....................................38 2.5.1 多準則決策應用...............................38 2.5.2 多準則決策下成對比較之洞見.................47 第三章 問題定義、研究架構與方法.....................50 3.1 問題定義......................................50 3.1.1 研究對象與問題定義...........................50 3.1.2 卡拉傑克模式組合解析.........................51 3.2 研究步驟......................................52 3.3 研究方法......................................54 3.3.1 柏拉圖分析..................................54 3.3.2 修正式德菲法................................55 3.3.3 成對比較法..................................56 3.3.4 建構卡拉傑克模型.............................58 3.3.5 卡拉傑克象限轉移.............................60 3.3.6 供應商偏好分析...............................61 第四章 個案分析....................................62 4.1個案介紹........................................62 4.1.1 產業特色.....................................62 4.1.2個案採購現況..................................63 4.2 個案分析.......................................63 4.2.1 組織專家團隊.................................63 4.2.2 確認關鍵供應鏈品項............................64 4.2.3 確認利潤影響與供給風險要因.....................68 4.2.4 確認利潤影響及供給風險之要因權重...............78 4.2.5 建構卡拉傑克模型與分析........................88 4.2.6 象限轉移之策略運用結果........................90 4.2.7 供應商偏好分析與應用..........................94 第五章 結論與建議...................................96 5.1 研究發現與貢獻..................................96 5.1.1研究發現.......................................97 5.1.2研究貢獻.......................................98 5.2 未來研究方向....................................100 參考文獻............................................101 附錄................................................106 附錄1：德菲法問卷....................................106 附錄2：DEMATEL問卷...................................107 附錄3：兩兩成對比較之問卷.............................109 附錄4：個案供應鏈品項於卡拉傑克兩維度分數總覽表.........110 附錄5：個案供應鏈品項之專家給分一覽表..................111 附錄6：個案卡拉傑克象限分布圖..........................112

    中文文獻
    1. 王建武、王明德、張家祝(2014)。改良式分析階層程序法權重求解模式之研究。國立臺灣大學「台大工程」學刊，92，11-27。
    2. 宋文娟(2001)。一種質量並重的研究方法－德菲法在醫務管理學領域之應用。醫務管理期刊，2(2)，11-20。
    3. 邱淨榆、邱守序(2018)。汽車製造商自中國採購之供應鏈風險關鍵因素分析。臺大管理論叢，2(2)，61-96。
    4. 李榮峰(2019)，磁力驅動泵浦採購組件之供應組合分析(碩士論文，國立清華大學，新竹市，臺灣)。
    5. 吳尚祁(2012)。台灣半導體產業3D IC技術選擇模式(碩士論文，國立交通大學，新竹市，臺灣)。
    6. 周國村、袁建中(2014)。應用決策實驗室分析法(DEMATEL)與網路層級分析法(ANP)在研發專案計畫評選Application。中山管理評論，22(3)，543-572，
    7. 袁建中、張建清、彭逸群(2004)。以德菲法預測台灣行動電話用射頻晶片發展趨勢。行政院國家科學委員會補助專題研究計畫成果報告(頁 2-39)。新竹市：國立交通大學科技管理研究所。
    8. 張晉姚(2018)，半導體晶圓製造的間接材料之採購組合分析(碩士論文，國立清華大學，新竹市，臺灣)。
    9. 張怡棻(2019)，工業遺產可適的再利用之研究：以台灣糖廠為例(博士論文，國立雲林科技大學，雲林縣，臺灣)
    10. 廖經泰(2006)，層級分析法於群體決策偏好整合之研究(碩士論文，國立成功大學，臺南市，臺灣)
    11. 鄧振源(2012)。多準則決策分析-方法與應用，臺北，臺灣：鼎茂圖書出版社。
    12. 劉欣綺(2020)，IC設計公司之封裝測試委外供應組合分析(碩士論文，國立清華大學，新竹市，臺灣)。
    13. 蔣先鋒、庄莉(譯)(2017)。採購品類管理-使企業盈利最大化的戰略方法與實施流程(第3版)。北京市：電子工業。(Jonathan, O.,2015)

    外文文獻
    1. Aqlan, F, & Lam, S.S., (2015). A fuzzy-based integrated framework for supply chain risk assessment. Int. J. Production Economics. Elsevier.
    2. Caniels, M.C.J, & Gelderman, C. J.(2004). Power and interdependence in buyer supplier relationships : A purchasing portfolio approach. [Electronic version]. Industrial Marketing Management,36, 219-229. doi.org/10.1016/j.indmarman.2005.08.012
    3. Chan, T. S., & Chan. H. K. (2010). An AHP model for selection of suppliers in the fast changing fashion market. Int J Adv Manuf Technol. 51, 1195-1207. DOI 10.1007/s00170-010-2683-6
    4. Ferreira, L. M., & Kharlamov, A. A. (2012). Application of Kraljic’s purchasing portfolio matrix in construction industry – A case Study. [Electronic version]. International Conference on Industrial Engineering and Operations Management,111, 1-11
    5. Gelderman, C. J., & Van Weele, A. J. (2003) Handling measurement issues and strategic directions in Kraljic's purchasing portfolio model. Journal of purchasing and supply management, 9(5-6), 207-216
    6. Gelderman, C. J.(2008). Application of Kraljic’s purchasing portfolio matrix in an Undeveloped Logistics Infrastructure : The Staatsolie Suriname Case. . [Electronic version]. Journal of Transnational Management,13, 77-92. doi.org/10.1080/15475770802059610
    7. Glockner, H. H., Pieters, R., & Rooij, W. (2005). Importance of the Kraljic matrix as a strategy tool for modern purchasing.LogForum 1,1,3. URL:http://www.logforum.net/vol1/issue1/no3
    8. Hesping, F.H., & Schiele, H.(2015). Matching tactical sourcing levers with the Kraljic matrix : Empirical evidence on purchasing portfolios. [Electronic version]. International Journal of Production Economics,177, 101-117. doi.org/10.1016/j.ijpe.2016.04.011
    9. Juttner, U. (2005). Supply chain risk management : Understanding the business requirements from a practitioner perspective. The International Journal of Logistics Management. 16, 120-141. DOI 10.1108/09574090510617385
    10. Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, 09-117.
    11. Kamann, D.J., (2007). Organizational design in public procurement : A stakeholder approach. Journal of Purchasing & Supply Management, 13, 127–136
    12. Lin, Y.T., Yang, Y.H., Kang, J.S., & Yu, H.C. (2011). Using DEMATEL method to explore the core competences and causal effect of the IC design service company: An empirical case study. Expert Systems with Applications,38, 6262-6268.
    13. Luís Miguel, L., Ferreiraa, D.F., Arantesb, A., & Kharlamovc, A.A.(2014) Development of a purchasing portfolio model for the construction industry : An empirical study. [Electronic version]. Production Planning & Control,26, 377-392. doi.org/10.1080/09537287.2014.906679
    14. Murry, J. W., and Hammons, J. O.(1995). Delphi: A Versatile Methodology for conducting Quality Research. The Review of Higher Education. Summer 1995, 18(4), 423-436.
    15. Nijhoff, E. (2013). Analyzing and capturing lessons learned in procurement strategy - A Kraljic Portfolio Matrix analysis of the Maasvlakte Power Plant 3 project. Analyzing and capturing lessons learned in procurement strategy. Institute for Web site: https://essay.utwente.nl/64552/procurement strategy
    16. Tzeng, & Huang, (2011). Combined DEMATEL technique with hybrid MCDM methods for creating the aspired intelligent global manufacturing & logistics systems [Electronic version]. Annals of Operations Research, 197, 159-190.
    17. Padhi, S. S., Wagner, S. M., and Aggarwal, Y.(2012). Positioning of commodities using the Kraljic Portfolio Matrix, [Electronic version]. Journal of Purchasing and Supply Management,18, 1-8. doi.org/10.1016/j.pursup.2011.10.001
    18. Richie, B. & Marshall, D. (1993). Business Risk Management, Chapman and Hall, London.
    19. Wu, T., & Blackhurst, J. (2009). Effective Management of Supply Chains: Risks and Performance. B. Richie, & C. Brindley (Eds.), Managing Supply Chain Risk and Vulnerability, 10-11.
    20. Wang, X., Chan, H. K, Yee, W. Y., & Diaz-Rainey, I. (2012). A two-stage fuzzy-AHP model for risk assessment of implementing green initiatives in the fashion supply chain. Int. J. Production Economics. 135, 595-606.
    21. Zsidisin, G.A., (2003). Managerial perceptions of supply risk. Journal of Supply Chain Management; Winter 2003; 39, 1.

    網路資料
    1. Liu, L. (2019, December 4). 中國IC設計業2019年營收將突破3,000億RMB. The EET Taiwan. Retrieved from https://www.eettaiwan.com/20191204nt61-iccad-2019-china-ic-design-industry.
    2. Revenue per Wafer Rising As Demand Grows for sub-7nm IC Processes. IC insights. Retrieved from https://www.icinsights.com/news/bulletins/Revenue-Per-Wafer-Rising-As-Demand-Grows-For-Sub7nm-IC-Processes/.

    QR CODE