摘要
1987年台灣積體電路製造股份有限公司成立，並首創晶圓專業代工的營運模式(Foundry)，半導體生產銷售的結構有了重大的改變。在此之前，半導體製造商多是整合製造商(IDM)，意即整合了電路設計，半導體製程研發與設計以及產品銷售於一家公司。無自有晶圓廠之積體電路設計公司(Fabless)，必須尋求整合製造商提供剩餘產能方能順利製造其產品。台積電成立後，不僅帶動專業積體電路設計公司蓬勃發展，整合製造商亦釋出部分產能予晶圓專業代工廠。
在經歷數次半導體景氣變化，整合製造商發現，半導體設備與廠房的龐大資本支出，在景氣低迷，產能利用率低時，資產的折舊成為沉重的負擔。”資產輕量化” (Asset Light) 成為整合製造商解決此問題的策略之一，更甚者，如恩智浦半導體 (NXP) 及超微半導體 (AMD) 將半導體製造廠售出，轉型為積體電路設計公司。
本論文將分析各整合製造商資產輕量化的策略及成效，並探討不同半導體產品可能採用之資產輕量化的策略。

關鍵字：半導體產業、資產輕量化、波特五力分析、景氣循環、成本分析

ABSTRACT

When Taiwan Semiconductor Manufacturing Company (TSMC) established in 1987, integrated device manufacturers are not only solution for semiconductor supply chain. The combination of IC design house and foundry company are new alternative solution.

During semiconductor business cycle downturn of 2001 and 2008, IDM companies suffer the assets lower utilization. Besides, the more advanced technology, the more RD cost and factory equipment and facility investment. With the billions US dollars capitals, semiconductors still loss during downturn.

It is time to consider more aggressive assets light strategy for IDM companies. Except transform to pure IC design house, how many other strategies that IDM companies can do?
.

Keywords：Semiconductor Industry、Wafer Generation、 Assets Light Strategy、Semiconductor Business Cycle、Porter’s Five Competitive Forces、Cost Analysis。

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