Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: Harvard Business Publishing
Originally published in: 2003
Version: 16 October 2003
Length: 12 pages
Data source: Field research

Abstract

Surging costs of building a state-of-the-art fabrication facility were pushing firms to outsource manufacturing while advanced technologies were requiring a tighter coupling between design and manufacturing. Explores the development of strategy in this environment. Although Taiwan Semiconductor Manufacturing Co (TSMC) began as a pure-play manufacturer, its position in the industry grew and it had the power to wield influence over several critical control points in the chip development process. The central issue is the decision TSMC must make regarding how to structure its dependencies and interfaces with its customers and technology suppliers.
Location:
Size:
10,000 employees, USD6 billion revenues
Other setting(s):
2002

About

Abstract

Surging costs of building a state-of-the-art fabrication facility were pushing firms to outsource manufacturing while advanced technologies were requiring a tighter coupling between design and manufacturing. Explores the development of strategy in this environment. Although Taiwan Semiconductor Manufacturing Co (TSMC) began as a pure-play manufacturer, its position in the industry grew and it had the power to wield influence over several critical control points in the chip development process. The central issue is the decision TSMC must make regarding how to structure its dependencies and interfaces with its customers and technology suppliers.

Settings

Location:
Size:
10,000 employees, USD6 billion revenues
Other setting(s):
2002

Related