周雍強Chou, You-Chun臺灣大學:工業工程學研究所郭建宏Kuo, Chien-HungChien-HungKuo2010-05-032018-06-292010-05-032018-06-292008U0001-2307200814005500http://ntur.lib.ntu.edu.tw//handle/246246/178476高科技製造產業由於具有產品需求不確定、產能投資成本高、技術更迭快等特性，因此經營風險高，加上景氣循環現象明顯，產能供給與需求經常發生失衡。所以產能投資與策略應用，不僅決定廠商經營獲利，亦會影響廠商的長期競爭力。策略聯盟因為有助廠商抒解製造、技術、銷售、資金之問題，故成為新進之商業趨勢。盟成員簽署之合約，往往涉及技術、產能，例如：製造商支付一定金額之技術授權費給予技術母廠，換取製程技術；或是企業間共同合資設立新廠，新廠提供一定比例之產能，回銷給出資企業。因此，合約中的產能回銷比例及技術權利金之多寡，為聯盟成員考量的重要項目及商議的重點。論文以高科技製造業為背景，分析聯盟從形成前至構成後之相關議題，藉由建構聯盟決策流程，推算廠商在聯盟尚未形成前的最適產能建置量，並憑藉設立不同的情境，探討影響廠商共組製造聯盟的關鍵因素。隨著產業環境變動與契約內容制訂之不同，策略聯盟成員彼此的相對商議力量亦可能有所消長，所採取之觀點與戰略亦將改變。是故，探討此類議題有助企業因應產業環境及對手策略，在聯盟中獲取實益。High-tech manufacturing industries have the following characteristics: product demand is very volatile, requires high investment capital and technologies are advanced at a rapid pace. Also, the notable business cycle often makes the demand and supply imbalanced, thus increasing the operating risk. Therefore, the capacity investment decision and the strategy of a firm will determine its profitability and long term competitiveness. Strategic alliance has recently become a new trend of strategy as it is able to alleviate problems in the areas of manufacturing, technology, sales and capital investment. sually, technology and capacity aspects are stipulated in an alliance contract, for example, a fixed amount of authorization fee is paid by the manufacturer to obtain the manufacturing process technology; or when a new company is created through joint venture by the established firms, in return, the new company must reserve a portion of capacity and sell back to the investing firms. Therefore, the amounts of authorization fee and capacity allocation ratio are important issues during alliance formation.his study discusses the alliance in the high-tech manufacturing industry, including issues from the pre-alliance formation to the post-alliance formation. Furthermore, an alliance formation decision process is used to determine the optimal capacity for a firm before alliance formation. The key factors for the formation of an alliance are discussed under difference scenarios. As the industrial environment and the content of the contract alters, the relative bargaining power between firms are also changed, thus a company must adopt a new perspective and adjust its strategy. This study is presented in aiding the firms to better respond to the industrial environment and to the opponent’s strategies, and more importantly, to take advantage of alliance formation.摘要 I錄 IV目錄 VI目錄 VII一章 緒論 1.1 問題背景 1.2 問題描述 5.3 論文架構 6二章 文獻回顧 7.1 產能籌畫 7.2 策略聯盟 9.3 高科技產業常見的聯盟合約類型 11.4 契約議價 17.5 小結 19三章 廠商的聯盟決策分析 21.1 概念架構 21.2 聯盟的情境設定與廠商行為決策邏輯 22.3 廠商最適產能建置量 24.4 聯盟決策流程 27.5 契約參數alpha、beta、gamma之關係： 29.6 資產報酬率反應曲面 31四章 不同情境下之聯盟決策分析 35.1 情境一：各自規劃產能 36.2 情境二：依各自規劃的產能，無法結盟 39.3 情境三：共同協調產能，得以結盟 42.4 情境四：協調產能後，仍無法結盟 45.5 情境五：結盟後，商議契約內容 47.6 情境六：結盟後，聯盟成員商議資產投資報酬率 48五章 結論與建議 54.1 研究結論 54.2 研究貢獻 55.3 研究限制 56.4 後續研究方向 57考文獻 58學附錄 64application/pdf1180763 bytesapplication/pdfen-US策略聯盟產能規劃議價能力strategic alliancecapacity planningbargaining powerthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/178476/1/ntu-97-R95546014-1.pdf