晶圓代工廠生產模式屬於接單生產 (BTO) ，即接獲訂單安排晶圓投片後，若無工程變更或異常狀況，將順利產出，這是一般晶圓廠生產流程。但以整個半導體供應鏈而言，需求卻極不確定，如何增加生產彈性以即時因應客戶需求，是未來晶圓代工廠朝向製造服務業最主要的關鍵點。

本研究主要探討晶圓廠如何配合上游 IC 設計公司的產品策略 (需求變化快與少量多樣)，以降低生產成本與縮短產品上市時程 (Time to Market, TTM)，並以延遲差異化手法，將原來屬推式供應鏈的晶圓廠接單生產流程，轉變為推拉式基礎供應鏈，配合生產流程作業自動化與電子化，使產能規劃的變異性減少，更有能力反應客戶需求的變動。主要議題在於晶圓廠生產流程與步驟極為繁複，如何在增加彈性之餘，亦能減少生產管制風險與人為疏失，才能確實有效降低生產成本與準時達交，滿足客戶需求。

本研究透過實際參與規劃及觀察個案公司案例的執行與訪談方式進行，建置了晶圓廠延遲差異化策略之推拉式供應鏈生產流程模型，創造晶圓廠與客戶雙贏的合作模式。在執行生產流程改善過程中，了解其進行狀況與所遭遇的問題，從而追蹤其相關績效指標與確認所展現的成效，然後將之整理成案例，並說明其運用條件與時機，最後完成延遲差異化策略之晶圓廠流程改善管理實務模式。希望藉此提供晶圓廠增加生產彈性的可行性方案以供參考，透過此生產流程模型與管理實務模式，便可快速建立相同之延遲差異化策略生產流程方式。

The production model of the IC Foundry business is BTO (Build to Order); that is, if there are no engineering changes or unexpected conditions, the Foundry will process and go for mass production after getting the order and arranging for the wafer-start. It is the normal IC foundry production process flow. However, the demand of the whole semiconductor supply chain is very unstable. How to enhance the production flexibility and real time response to customer are the key point for IC foundry to become the manufacturing services business.
This research mainly focuses on how the Foundry matches the product strategy of upstream IC design house (fast demand change, versatile and less quantity), in order to lower production cost and shorten the time to market. Using delayed differentiation methodology and changing to push-pull supply chain from push-based supply chain with automatic and electronic operation, the Foundry manages to decrease the variations of capacity planning and to improve the response to the change of customer’s demand. The main issue is, while facing the highly complicated Foundry production process flow, how to decrease production control complexity and miss-operation, in addition to increase flexibility, in order to fulfill customer’s requirements.
This research uses actual participations, observations, and interviews in the case firm’s project execution to build up the model of push-pull supply chain production process flow with delayed differentiation strategy. The research provides a practical model of Foundry process improvement with the strategy. The results of this study promotes the win-win cooperation between IC design house and Foundry, and also provide other Foundries to quickly duplicate the production process flow with delayed differentiation strategy.

英文部份：

(1) Alderson, W., “Marketing Efficiency and The Principle of Postponement”, Cost and Profit Outlook 3, pp.1-3, 1950.
(2) Anand, G. & Ward, P.T., “Fit, Flexibility and Performance in Manufacturing: Coping with Dynamic Environments”, Production and Operations Management 12, pp.369-385, Winter 2004.
(3) Bowersox, D. J. & Closs, D.J., “Logistical Management: The Integrated Supply Chain Process”, McGraw-Hill, Inc., 1996.
(4) Browne, J. et al., “Classification of Flexible Manufacturing Systems”, The FMS Magazine, pp.114-117, April, 1984.
(5) Bucklin, L. P., “Postponement, Speculation and The Structure of Distribution Channels”, Journal of Marketing Research 2, pp.26-31, 1965.
(6) Chandra, C., Everson, M. & Grabis, J., “Evaluation of Enterprise-Level Benefits of Manufacturing Flexibility”, Omega 33, pp.17-31, February, 2005.
(7) Chang, S., Yang, C. & Sheu, C., “Manufacturing Flexibility and Business Strategy: An Empirical Study of Small and Medium Sized Firms”, International Journal of Production Economics 83, pp.13-26, January, 2003.
(8) Chen, J., Clinton, R., & Chung, C., ”The Marketing-Manufacturing Interface and Manufacturing Flexibility”, Omega 20, pp. 431-443, 1992.
(9) Chopra, G. & Peter M., “Supply Chain Management: Strategy, Planning and Operations, 2nd ed.”, Prentice Hall, 2004.
(10) Christopher, M., “Logistics and Supply Chain Management: Strategies for Reducing Cost and Improving Service, 2nd ed.”, Financial Times Pitman Publishing, 1998.
(11) Cohen C. & Manion, L., “Research Methods in Education”, Routledge, 1994.
(12) Cooper, J.C., “Logistics Strategies for Global Business”, International Journal of Physical Distribution and Logistics Management 23(4), pp.12-33, 1993.
(13) Cooper, D. R. & Schindler, P. S., “Business Research Methods, 8th ed.”, The Mc Graw-Hill Co. Inc., 2003.
(14) Crowe, T.J., “Integration Is Not Synonymous with Flexibility”, International Journal of Operations & Production Management, Vol. 12, No. 10, pp. 26-33, 1992.
(15) De Toni, A. & Tonchia, S., ”Manufacturing Flexibility: A Literature Review”, International Journal of Production Research 36, pp. 1587-1617, June, 1998.
(16) Dopuch, N., & Gupta, M., “Economic Effects of Production Changes: Accounting Implications”, Journal of Management Accounting Research 6, pp. 1-23, Fall, 1994.
(17) D’Souza, D., “Toward and Understanding of How Organizations Create Manufacturing Flexibility”, Journal of Managerial Issues 14, pp.470-485, Winter, 2002.
(18) Ernst, R. & Kamrad, B., “Evaluation of Supply Chain Structures through Modularization and Postponement”, European Journal of Operational Research, Vol. 124, Issue. 3, pp. 495-510, 2000.
(19) Feitzinger, E. & Lee, H.L., “Mass Customization at Hewlett-Packard: The Power of Postponement”, Harvard Business Review 75 (1), pp. 116-121, 1997.
(20) Garg, A. & Tang, C.S., “On Postponement Strategies for Product Families with Multiple Points of Differentiation”, IIE Transaction 29, pp.641-650, 1997.
(21) Gerwin, D., “An Agenda for Research on The Flexibility of Manufacturing Processes”, International Journal of Operations & Production Management, Vol.7, No.1, pp.38-49, 1987.
(22) Gerwin, D., “Manufacturing Flexibility: A Strategic Perspective”, Management Science, Vol.39, No.4, pp.395-408, 1993.
(23) Gustavsson, S. O., “Flexibility and Productivity in Complex Production Process”, International Journal of Production Research 22, pp. 801-808, May, 1984
(24) He, D., Kusiak, A. & Tseng, T. L. (Bill), “Delayed Product Differentiation: A Design and Manufacturing Perspective”, Computer-Aided Design, Vol. 30, No. 2, pp.105-113, 1998.
(25) Holter, I.M. & Schwartz-Barcott, D., “Action Research: What Is It? How Has It Been Used and How Can It Be Used in Nursing?”, Journal of Advanced Nursing, 18(2), pp.298-304, 1993.
(26) Lee, H.L., Billington, C. & Carter, B., (Hewlett-Packard Gains Control of Inventory and Service through Design for Localization”, Interfaces 23(4), pp.1-11, 1993.
(27) Lee, H.L. & Billington, C., “Designing Products and Process for Postponement”, Working Paper, 1994.
(28) Pagh, J.D. & Cooper, M.C., “Supply Chain Postponement and Speculation Strategies: How to Choose The Right Strategy”, Journal of Business Logistics 19(2), pp.13-33, 1998.
(29) Sharman, G., “The Rediscovery of Logistics”, Harvard Business Review, pp.71-79, September/October, 1984.
(30) Shapiro, R.D., “Get Leverage from Logistics”, Harvard Business Review, pp.119-126, May~June, 1984.
(31) Simchi-Levi, D.; Kaminsky, P. & Simchi-Levi, E., “Designing & Managing The Supply Chain”, McGraw-Hill, Inc., 2003.
(32) Slack, N., “Flexibility as A Manufacturing Objective”, International Journal of Operations and Production Management 3, pp.4-13, 1983.
(33) Upton, D., “The Management of Manufacturing Flexibility”, California Management Review 36, pp. 72-89, Winter, 1994.
(34) Upton, D., “What Really Makes Factories Flexible?”, Harvard Business Review, pp74-84, July-August, 1995.
(35) Van Hoek, R.I., Commandeur, H.R. & Vos, B., “Reconfiguring Logistics Systems through Postponement Strategies”, Journal of Business Logistics 19(1), pp.33-54, 1998.
(36) Van Hoek, R.I., Vos, B. & Commandeur, H.R., “Restructuring European Supply Chain by Implementing Postponement Strategies”, Long Range Planning 32(5), pp.505-518, 1999.
(37) Van Hoek, R.I. & Van Dierdonck, R., “Postponed Manufacturing Supplementary to Transportation Services?”, Transportation Research Part E36, pp.205-217, 2000.
(38) Van Hoek, R.I., “The Rediscovery of Postponement A Literature Review and Directions for Research”, Journal of Operations Management19, pp.161-184, 2001.
(39) Vickery, S.K., Droge, C. & Markland, R.E., “Dimensions of Manufacturing Strength in The Furniture Industry”, Journal of Operations Management 15, pp.317-330, November, 1997.
(40) Whitney, D.E., “Manufacturing by Design”, Harvard Business Review, Vol. 66, pp.83-91, July-August, 1988.
(41) Yin, R. K., “Case Study Research: Design and Method, 2nd ed.”, London, CA: Sage, 1994.
(42) Zinn, W. & Bowersox, D.J., “Planning Physical Distribution with The Principle of Postponement”, Journal of Business Logistics 9 (2), pp.117-136, 1988.
(43) Zinn, W. & Levy, M., “Speculative Inventory Management: A Total Channel Perspective”, International Journal of Physical Distribution & Materials Management, 18, p34-39, 1988

中文部份：

(1) 王在欣，”需求不確定下供應鏈延遲策略最適化之研究”，國立成功大學交通管理科學研究所碩士論文，2004
(2) 尤隨樺，”製造彈性對生產績效與生產成本之影響：實證研究”，會計評論，第44期，2007年1月，第27-60頁.
(3) 古永嘉譯，”企業研究方法”，第八版，台北：麥格羅 希爾，2003
(4) 林千用，”日本式作業組織之靈活性與經濟性分析─以機械加工作業為例”，東海大學工業工程研究所碩士論文，1992
(5) 侯建良，”產品資料管理”，國立清華大學工業工程與工程管理研究所碩士班上課講義，2007
(6) 陳竑廷，”推遲策略應用在供應鏈管理之實證研究”，私立東吳大學企業管理學研究所碩士論文，2002
(7) 張聖麟，”卓越化生產管理”，台北市：華泰，1998
(8) 程振寰，“供應鏈推/拉界限觀念性分析模式建構之研究”，私立大葉大學事業經營研究所碩士在職專班碩士論文，2005
(9) 賴永進，”生產線導入NPS之個案研究”，國立中山大學人力資源管理所在職專班碩士論文，2006
(10) 韓復華，”供應鏈管理的策略架構”，國立交通大學運輸科技與管理學系，物流運籌管理資訊網，2007
(11) 蘇雄義，陳培光，黃明顯譯 ”供應鏈經營管理”，智勝，2005