本研究以企業經營之策略及價值流為基礎，觀察一個無工廠IC設計公司的研產銷流程整合，由產品的價值判斷主要流程之適當整合及技術平台部署，規劃研發、生產製造、市場行銷以及顧客產品管理等，探討創造出來的價值和對企業本身的貢献。
隨著IC設計及製造技術的進步，顧客對於產品需求的多樣性，及為了能提供更多價值給顧客，IC設計公司採用的技術也隨著更替，技術平台的演化改變了研產銷的整合方式和策略。為了用最低的成本創造更多的價值，流程價值對焦與整合減少資源的浪費，提高產品及服務品質與成效。本研究以無工廠之IC設計公司為例，首先，確立產品及顧客的價值，作為開始研發的起始，以成本與價值活動為計算基礎，適當搭配研產銷之價值流，促使研產銷對焦再整合。藉由個案公司的產品更替，跨越技術平台，觀察研產銷策略的改變和價值流的重新整合。
企業對於研產銷所採取的策略和期望經過檢驗，作為組織調整、流程改造的依據，取得更好的績效，滿足企業獲利提升的需求，更提供給顧客更高的價值與服務，效果顯著。

This research studies the business strategy and value process of a fabless IC design company for R&D, production, and marketing process integration. The purpose of business process is value creation for customers.
With the technology of IC design and manufacture progressing along the varied requirements from customers, the technologies have been changing to follow the requirements. The evolution of the technology platform has changed the method and strategy for integrating R&D, production and marketing (RPM). By capturing the drivers to reduce cost and to create value, the value processes are aligned and integrated to reduce the resource waste, while to increase the quality of products and services. In this research, we use a fabless IC design company as an example to verify the process integration: first, to make sure the value of products and customers to start the R&D with the use of activity based cost and value system; then, to assess the value of RPM to align the RPM process. By way of case company's product line changes along the evolution of technology platform, we observed the changes in RPM strategy and re-engineering for improved business process value.
The research shows that IC design enterprise could adopt and verify the RPM strategy to fulfilled customer’s requirements. Therefore, the enterprise could use the results as the base to re-organize the team and re-engineer the overall business processes to achieve better performance and to provide higher value and better quality of service.

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