由於電子產品生命週期非常短暫，且產品技術世代的快速交替中(0.35um->0.25um->0.18um->0.15 um ->0.13um)，基本目的是考慮低成本與多功能，使產品有競爭力。因此，晶圓製造代工業(Foundry)和整合元件製造(IDM)公司不斷掀起技術競賽，誰能夠快速推出新製程和提供充份的產能計劃，同時具備低成本與快速交貨的能力，並且加上有效率的支援服務，那麼它就是贏家。
說明台積電提出虛擬工廠的背景。回顧1995~1996年，除了IDM和Charter外，UMC亦投入Foundry領域，台積電的經營壓力大增，如此高度競爭的環境，成了台積電提出虛擬工廠的最佳推手，在不確定性的環境中，如何因應危機來轉型，企業絕對需要提出創新的思維，研擬並落實新願景經營。

任何產業之願景經營從概念形成階段，到具體化實施後，其策略方向到底是對或錯，往往需要長時間才能證明之。本論文以晶圓製造代工業所推動之願景經營，列舉台積電之實證案例，說明此創新模式之過程，包括從源起到落實後的結果。並且在實務上與異業的產業策略(有效率的消費者回應[ECR])相互比較，歸納其異同點。

關鍵字: 虛擬工廠、有效率的消費者回應

Due to the short life cycle time of electronics device, and the product technology push by its generation transition from the current 0.35um->0.25um->0.18um->0.15 um->0.13um and below are upgraded fast for the lowest cost and function consideration. The IC manufacturing Foundry and IDM companies complete each other for the technology development roadmap. If the company can provide the new technology in time and the sufficient capacity plan ahead of the demand, also could provide the lowest cost and quick response service, it will become the winner finally.
The paper is to describe the historical experience of tsmc vision deploy. From 1995 to 1996, the competitors such as IDM and pure Foundry - Charter of Singapore continuously share the existing market, the newly entrant like UMC started in the business. They caused the highly competition situation and forced tsmc to raise the “virtual fab” strategy. Because there are lots of uncertainty of Foundry business, the enterprise needs to initiate the new Vision deploy for change and implement the creative strategy before facing the crisis.

The deploy of the vision in the IC industry, which starts from the stages of conceptual to embodiment, it takes a long run to prove the strategy before we could examine the direction of strategy, workable or not. In this paper, this topic which is related to the implementation of tsmc virtual fab is selected, and further describe from the concept initiation to results orientation within this creative model. And also illustrate with other industry strategy (such as ECR strategy of P&G) in practical points of view through benchmark.

key word: Virtual Fab、Efficient Consumer Response

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