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7/27/2019 IBM Semiconductor Success White Paper
http://slidepdf.com/reader/full/ibm-semiconductor-success-white-paper 1/12
IBM Global Business Services
Thought Leadership White Paper
Electronics
Semiconductor success How to compete in the industry’s largest market
7/27/2019 IBM Semiconductor Success White Paper
http://slidepdf.com/reader/full/ibm-semiconductor-success-white-paper 2/12
2 Semiconductor success
Contents
2 Asian semiconductor success
2 A great opportunity
3 How Chinese IC manufacturers can succeed
7 Chinese fabless firms: design for success
8 A blueprint for global IC manufacturer success
11 How IBM can help you succeed
11 For more information
Asian semiconductor successIn one corner of Asia, the semiconductor market continues to
grow impressively—driven by a unique combination of govern-
ment policy, global corporate strategy and domestic capabilities.
Its consumption of semiconductors has reached 50 percent of
the global market.1
It is probably no surprise this market is China—demonstrating
once again the tremendous influence this region has on global
trends. By itself, however, the region’s sheer size does not mean
that success in China comes easily to market competitors.
This is because these firms confront all of the typical challenges
created by working in China, magnified by the intensity of the
high-tech industry. These challenges include:
● Dramatic market shifts● Fierce price competition● Security of intellectual property (IP)● Local versus foreign technology development ● Talent growth and retention
At IBM, we believe that to succeed in the Chinese semiconduc-
tor market, companies need constant diligence and innovation—
and they need to enhance their management capabilities.
Fortunately, there are tools that can help you strengthen
strategic and management oversight while unleashing your
organizational creativity.
A great opportunity While the overall growth of the semiconductor market in
China vastly outpaces the rest of the world, it is not uniform
across industry segments. In particular, China’s domestic chip
production is lagging.
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3IBM Global Business Services
Players in China's semiconductor market
Chinese IC fab Chinese fabless companies Foreign-owned IC fab
Ability to:
Shape market Low Medium High
Innovate for cost improvement Low Medium Medium
Innovate for product differentiation Low Medium High
Impact of:
Accelerating design and development costs High High Medium
Rapid commoditization High Medium Medium
Dramatic market shifts High High High
Focus on lowest price High Low Low
Enhanced collaboration ecosystem Medium High Medium
China dominates the global electronics assembly market,
especially for mobile devices and for the export market.
However, the quantity of semiconductors consumed for device
assembly far outnumbers those produced domestically in China.
This means the Chinese integrated circuit (IC) market is heavily
dependent on imports. Depending on how it is measured,
the Chinese IC self-sufficiency ratio is 10 - 20 percent.2
Although domestic Chinese IC production has grown in recent
years, it has yet to close this self-sufficiency gap. As a result,
China’s chip supply is still dominated by global companies
based outside of the country including Intel, Samsung, Texas
Instruments, Toshiba, SK Hynix, and Taiwan Semiconductor Manufacturing Company (TSMC). This is especially true for
chips based on cutting-edge technologies which have the highest
profit margins.3
This self-sufficiency gap has been highlighted as one of the
Chinese government’s priorities in their Twelfth Five Year Plan.
The plan’s stated goal is to improve the semiconductor self-
sufficiency ratio to 27.5 percent by 2015.4
Time will tell if they achieve that goal. But either way, the goal
itself reinforces the government’s financial commitment to
domestic IC production—and that will benefit those domestic
and global companies who can deliver.
How Chinese IC manufacturers can
succeed
China-based fabs face large challenges with their strategy andoperational models. Heavy reliance on foreign technology and
expertise jeopardizes both their current profitability as well as
their future organic growth potential.
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4 Semiconductor success
Yet leading-edge technology development has become so capital-
intensive that only the largest firms can easily participate.
Average selling prices for components continue to decline, and
global IC OEMs that design and sell finished products capture
the market’s greatest value.
These competing factors have squeezed China’s chip makers into
narrow operating zones characterized by commoditized products
and thin profit margins. For some, survival may require merging with larger market participants. But if China-based fabs want to
compete and survive, focusing on operational efficiencies offers
one of the best alternatives.
Improve yields
Manufacturing yields remain one of the main drivers of fab
profitability, particularly for advanced technology nodes. The
pursuit of higher yields makes sophisticated control systems
and analysis capabilities an absolute requirement.
Further, yield efficiency also directly affects on-time deliveries,
customer satisfaction and corporate reputation, and impacts the
successful achievement of development milestones. Therefore, a
manufacturing control infrastructure based on “bare minimum”
requirements is a poor business strategy, and will ultimately lead
to disappointing results.
Advanced manufacturing execution systems (MES) offer
dynamic and scalable process controls. These controls allow theengineering team to systematically discover and correct yield
detractors wherever they occur—without creating customized,
one-off solutions. Similarly, integrated analysis tools and a com-
prehensive information management strategy enable efficient
yield improvement for both volume production and technology
development.
While these tools are crucial to improving yields, big data
technologies are also becoming increasingly important to yield
optimization. Multivariate modeling and advanced statistical
techniques for understanding complex data interactions offer
the potential for substantially increasing yields.
Participants Areas of focus for improved performance Tools for enablement
Chinese IC manufacturers Costs - yield
Costs - cycle time
Costs - maintenance
Costs - energy
Product and strategy
Analytics, controls
Optimization, analy tics
Analytics, prediction
Monitoring, optimization
IP management
Chinese fabless companies Product and strategy IP management, collaboration ecosystem, digital marketing
Foreign IC manufacturers Multi-site integration Integrated planning, global production view
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5IBM Global Business Services
Increased yields lead directly to bottom-line profits. The
software tools and techniques described here can help dramati-
cally improve yields. Therefore, to maximize profitability in
this intensely competitive industry, every fab should place a
priority on enhanced controls and yield management tools.
Reduce cycle timesReducing fab cycle time presents another opportunity to
improve manufacturing efficiency and thereby enhance profit-
ability. But to successfully decrease cycle times, your team must
solve a series of complex optimization problems that require
advanced mathematical and modeling skills, and this can
challenge even the most technically sophisticated firms. To
develop solutions that really work in manufacturing, fab owners
require an interconnected set of execution, simulation and
analysis tools.
An example of one such solution is a real-time scheduler for
advanced decision management that has been developed by IBM. This solution has enabled 10 - 30 percent cycle time
reductions within individual fab process areas and has decreased
overall production bottlenecks. Solutions like this complement
industry best practices. For example, the SEMATECH global
forum continues to map out new standards and recommenda-
tions such as single wafer processing and load port optimization.
Summaries
Health of Lot Parametric Sensitivity Cluster Analysis
Process Tool Sequence
Data Commonality
Split Lot
Process Change Analysis
Zonal Analysis
Spatial Signature Analysis
Repeater Analysis
Systematic Yield Analysis
Components of Variance, for systematic wafer patterns
Trend Analysis
SPC Analysis
Tool/Date Analysis
Best/Worst Analysis
Process Differences
Parametric Relationships
Differences Between Groups
Spatial Patterns
Figure 1. Integrated yield analysis for the fab
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6 Semiconductor success
Advanced commercial MES systems incorporate those new
standards and make them available faster than is possible
through internal development by fab owners. When combined
with solutions like the real-time scheduler, these commercial
MES systems can enable dramatic cost savings.
Enhance equipment maintenance
Equipment maintenance represents another opportunity for
cost savings and efficiency gains. In fact, SEMATECH estimatesthat for a 300mm fab, annual process tool maintenance averages
17 percent of the original asset value.5
This recurring annual maintenance cost means even small
improvements can translate quickly into substantial savings.
As an example, one major Asian IC manufacturer implemented
an integrated maintenance solution and reported savings of over
USD1 million in the first year due to redundant inventory
reductions.
The semiconductor industry is also moving from a preventive
maintenance model to a predictive maintenance model. Whilethis offers the opportunity for additional reductions in mainte-
nance costs, it requires advanced analytics capabilities to realize
those benefits. As semiconductor firms become more sophisti-
cated with asset management, they will see equipment mainte-
nance differently. Rather than viewing maintenance as a painful
expense, they will recognize it as an investment that generates
value through improved return on assets and equipment
utilization.
Maximize energy efficiency
Energy consumption is another major expense getting increased
attention from China’s semiconductor firms. Cost savings and
environmental concerns make energy efficiency a top priority for
fab operations throughout the world. Government regulations,
industrial guidelines and potential supply constraints create a
growing need to use a total energy management system (EMS).
An effective EMS takes advantage of integrated analytics and
supports informed decision-making.
A 2011 industry study by the International SEMATECH
Manufacturing Initiative (ISMI) showed that 49 percent of total
fab energy consumption occurs at the production-level process
tools and supporting subsystems.6 Therefore, any strategy to
reduce energy usage must carefully consider wafer production
flow as well as impacts to product quality or yields.
IBM Research has been at the forefront of maximizing fab
energy efficiency. They have developed a dynamic solutionthat includes sensor networks and visualization tools for energy
monitoring. It also includes optimization tools for energy
management, production planning and scheduling.
Smarter ManufacturingOperation Center
Manufacturing
Building
Energy
Utilities
Equipment
EnergySupply
Figure 2. Smarter manufacturing operations center
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7IBM Global Business Services
In addition, IBM has been working closely with semiconductor
equipment providers to develop industry standards and solutions
that manage equipment “green mode” throughout the fab pro-
cess. The result is an integrated energy management approach
which can be implemented without major customization or a
long learning curve.
Optimize business strategy
Fab efficiencies are critical to profitability. But without a success-ful long-term strategy as a foundation, those efficiencies alone
will not lead to growth. The complex challenges faced by
most Chinese semiconductor firms have made it increasingly
difficult to develop solid product strategies.
Today, leading-edge technology development requires massive
financial capital which is beyond the capacity of most manufac-
turers. The strength and dominance of TSMC in the foundry
market has pushed Chinese competitors to cut prices or find
niche markets. An overemphasis on low prices, however, clearly
limits a company’s ability to reinvest and develop more profitable
products.
It is also critical that Chinese companies respond quickly to
changing markets. Doing so will help them avoid the fate of
some mature Taiwanese and Japanese DRAM makers that did
not anticipate or adjust to the dramatic shift to mobile devices.
These competing forces drive a greater need for strategic man-
agement tools. Chinese IC manufacturers need such tools to
enable a flexible product strategy, as well as identify the most
profitable opportunities for their current and future capabilities.
Manage intellectual property
A key enabler here is intellectual property analytics. They allow
management to understand the competitive landscape and navi-
gate a path that is profitable, sustainable and secure.
Semiconductor firms must manage their IP portfolios for both
protection and partnering globally. This requires worldwide sup-
port for patent docketing and legal defense. As a result, IP man-
agement systems are essential to maximize efficiency, especially
for smaller Chinese firms that are less mature in this area.
Leading manufacturers have also moved IP management beyond
the boundaries of the legal department. They implement tools
and processes that allow all employees to participate in inven-tion, collaboration and recognition.
Taken together, these systems form a platform for efficient man-
agement of the entire IP lifecycle—from creation to commer-
cialization. And that helps foster a culture of innovation that can
be lacking in Chinese firms today.
Chinese fabless firms: design for success With a projected CAGR exceeding 20 percent through at least
2015,7 China’s fabless design sector has been the fastest growing
semiconductor segment in recent years. The potential profits for
design firms are tremendous, but success will require innovation
and integration. These companies must maximize the power of
their intellectual property and their business relationships.
Intellectual property management
Similar to chip manufacturers, China’s fabless companies must
be able to survey their competitive position and identify new
opportunities for their IP portfolio. This requires effective tools
to search external sources such as patents and publications.
These tools then tag the search results and map them to the
company’s internal capabilities, as well as its strategic plans.
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8 Semiconductor success
In addition, fabless companies must be prepared to take offensive
and defensive actions in the competitive IP market. This can
introduce a wide variety of requirements such as:
● Maximizing opportunities for licensing revenue● Improving their negotiating strength with potential partners● Identifying gaps within their current portfolios
Comprehensive IP management systems provide the toolsnecessary to successfully meet these requirements as well as
manage a global IP portfolio. Once they are securely established
and used effectively, these tools can drive increased profitability
for fabless design firms.
Business-to-business relationships
In addition to IP management, successful fabless companies
must provide a platform for open business-to-business (B2B)
collaboration. This will be an essential requirement to succeed in
the advanced technology nodes below 65nm, where only a small
portion of China’s design companies currently compete.
Industry forums continue to highlight such close collaboration
between fabless firms and their foundries as an essential area
for improvement.8 This becomes more important each year
due to increasing technology complexity and design-process
interactions. China’s design firms require a comprehensive
data security solution, to enable secure collaboration within
a multi-company ecosystem.
Like most companies, China’s fabless firms also need to
maximize the effectiveness of their marketing. B2B buyers are
increasingly using electronic channels to research solutions and
narrow their selections. Therefore, fabless companies must
engage those potential customers in a compelling dialog across
multiple channels. IBM has developed tools for customer,
marketing and sales analytics, which provide deeper insight
into these client interactions. With these advanced capabilities,
fabless companies can implement an effective B2B marketing
strategy.
Lastly, these fabless design firms need to move “up-market” and
get closer to their customer’s customers. This will enable them
to anticipate future requirements and create competitive
advantage through differentiated products.
A blueprint for global IC manufacturer
successFor leading global semiconductor manufacturers, the potential
financial rewards of Chinese operations demand attention.
The financial possibilities make China a likely target for any new
fabs outside the traditional strongholds of Japan, the US, Taiwan
and Korea.
These possible financial benefits are bolstered by local political
support. For example, the Chinese central government will
invest USD30 billion in semiconductor design and manufactur-
ing through 2020, while local governments are expected to
invest another USD25 - 30 billion.9
Even with this level of financial commitment, global IC manu-facturers have been slow to invest in China. As of 2013, only five
global companies have opened a wholly-owned fab in China, and
only two of these five—owned by Intel and SK Hynix—are
300mm fabs.
IP concerns and technology export regulations have certainly
been major factors slowing the influx of global manufacturers
into China. But the regulatory hurdles have eased in recent
years, particularly as relations with Taiwan have improved.10
For example, the new Samsung fab in XiAn represents the first
time a global firm has placed its leading-edge technology
node in China. It is only natural to expect an increased focus oninformation security and access controls around such fabs. But
even if all of the IP concerns are addressed, further capabilities
are needed to maximize the economic potential of new fabs
in China.
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9IBM Global Business Services
Modify your business approach
As global semiconductor firms expand their footprint in Asia,
it may be tempting to follow the old paradigm of a replicated,
multinational corporation. In today’s competitive market,
however, this no longer makes sense. Instead, the traditional
business model should be replaced by the globally integrated
enterprise that taps into skills and expertise wherever they exist.
This provides horizontal integration worldwide, no matter
where the stakeholders reside or functions are performed.
The reason is simple. Global IC manufacturers cannot afford
the inefficiencies that result from independently-managed and
disconnected processes. This includes core functions such as
production scheduling, product delivery, inventory management
and quality assurance.
While global integration starts at the corporate policy and
procedure level, it also requires specific systems and integration
capabilities. To compete successfully, these companies needcomprehensive solutions for planning, scheduling and execution.
These systems must also provide increased visibility of the entire
supply chain through a single, integrated view.
Global supply chain network (physical)
Worldwide visibility
Assembly
China
Organization Parameters
Customer
Demand
Product
Assembly
Product
Assembly
Product
Assembly
Product
Assembly
Capacity
Capacity
Capacity
WIP
Processing
WIP
Processing
WIP
Processing
Parts
Purchase
Parts
Purchase
Parts
Purchase
Parts
Purchase
Demand Demand Demand Demand
Distribution
Assembly plant
Frontend plant
Demand priority
Distribution lead time
Logistics lead time
Logistics lead time
Supply capacity
Manufacturing lead
time and yield
Manufacturing lead
time and yield
Suppliers
Suppliers:
Korea
India
Argentina
Philippines
US
Japan
Germany
Enables Available To Promise to the customer based on the plan and capacity of e ach production site.
Global supply chain model (logical) Consistent production planning by using a global model can reduce unnecessary adjustments between sites
Figure 3. Global semiconductor supply chain
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10 Semiconductor success
Gain insight into your global operations
To effectively manage the complete production of distributed
manufacturing lines, global chip manufacturers need the insights
provided by enhanced analytics. This begins with tools for
planning and scheduling, and the solutions used today are
often inadequate.
Traditional planning systems used in the semiconductor industry
are a compromise between speed and accuracy—they are eitherfast but simplistic, or detailed but slow. Often, this tradeoff
leads to a static plan that precludes effective global operations
planning. The outcome is less timely and less accurate schedul-
ing, along with elevated risk to both supply commitment and
inventory levels.
Fortunately, dynamic planning tools exist that allow both
detailed analysis and speed. IBM has helped companies through-
out Asia implement improved solutions for Sales and Operation
Planning. This adaptive system enables high-speed collaborative
simulation to reduce planning cycles, and provides the capability
of modeling multiple what-if scenarios.
These solutions use a modular approach that is designed and
built for scalability, and can truly support the end-to-end
requirements of a global semiconductor supply chain. They
also produce consistent production planning and eliminate
unnecessary manual adjustments between manufacturing sites.
Execute across the enterprise
In addition to company-wide planning, large semiconductor
manufacturers require a single view of production across multi-
ple fabs. Even companies possessing rigorous controls within
their individual fabs often struggle to manage a disconnected
supply chain. This can lead to poor wip management and
inefficient production control across the enterprise.
By contrast, an enterprise-level MES provides true globalproduct visibility and traceability. The MES accomplishes this
by creating a “virtual single factory” that can extend to business
partners and outsourced operations. More than simply a data
conversion hub, the enterprise MES synchronizes business
events within a standard data model. It can integrate multiple
heterogeneous manufacturing systems to operate as one—and in
near-real-time. Related functions can enable centralized control
of fab assets, recipes, parameters and business rules.
Working together, these capabilities provide corporate managers
with the global visibility they require, while bringing greater
efficiency and improved decision-making throughout the organi-
zation. The advanced insights delivered by these systems create a
powerful blueprint for success.
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11IBM Global Business Services
How IBM can help you succeed With a 50 percent share of global consumption, China’s
IC industry has become the center of the semiconductor market.
Succeeding in the global semiconductor industry increasingly
requires success in China—and that demands greater capabilities
in both corporate strategy and operations management.
IBM provides a unique perspective within the semiconductor
industry as a manufacturer, consumer, research leader, softwaresolutions provider and consultant. From experiences in these
roles, IBM has identified a common theme—an increased need
for analytics and optimization tools.
Domestic firms can avoid the tendency to compete on price
only, while at the same time creating deeper, more effective
relationships with their customers. They can use these tools to
differentiate, innovate and collaborate, even as they remove cost
from their operations. Global manufacturers can improve the
efficiency and integration of distributed factories, and thereby
truly see the benefit of investments in China.
The true market potential of China’s semiconductor industry is
not yet fully realized, but IBM can help you get there. IBM has
a successful track record of delivering these tools and resources
to the world’s leading electronics firms. With the recognition
of being one of the largest information technology companies
in the world11, over 400,000 worldwide IBM employees stand
ready to help you succeed in China’s semiconductor market.
For more information To learn more about semiconductor fab solutions, please contact
your IBM marketing representative or IBM Business Partner, or
visit the following website: ibm.com /electronics
Additionally, IBM Global Financing can help you acquire the
IT solutions that your business needs in the most cost-effective
and strategic way possible. We’ll partner with credit-qualified
clients to customize an IT financing solution to suit your busi-ness goals, enable effective cash management, and improve your
total cost of ownership. IBM Global Financing is your smartest
choice to fund critical IT investments and propel your business
forward. For more information, visit: ibm.com /financing
About the author Andrew Vogel is a member of the electronics industry team
within IBM Global Business Services. He has over 20 years of
experience working with microelectronics factories, and focuses
on solutions for the semiconductor market. With deep knowl-
edge of analytics requirements for the industry, he has helped tooptimize and reduce cost in the end-to-end supply chain—from
chip fabs through electronic packaging, assembly and testing,
and system build. Andy is based in Shanghai, China and can
be reached at [email protected].
Contributors
John Constantopoulos, Senior Managing Consultant,
IBM Global Business Services
Cristene Gonzalez-Wertz, Associate Partner,
IBM Global Business Services
Matthieu van Bilsen, Electronics Industry Leader
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IBM CorporationGlobal Business ServicesRoute 100Somers, NY 10589
Produced in the United States of AmericaOctober 2013
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current list of IBM trademarks is available on the web at “Copyright andtrademark information” at ibm.com /legal/copytrade.shtml
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1 ShanghaiDaily.com, China semiconductors hold 50% globally, March 7,2013, accessed July 24, 2013, http://www.shanghaidaily.com/Business/ it/China-semiconductors-hold-50-globally/shdaily.shtml
2 IC Insights Research Bulletin, China’s IC Market Growth Continues toOutpace Its IC Manufacturing, January 28, 2013
3 Sri Kaza, Rajat Mishra, Nick Santhanam, and Sid Tandon, The challengeof China, McKinsey & Company, August 2011, accessed July 25, 2013,http://www.mckinsey.com/client_service/semiconductors/latest_thinking/
the_challenge_of_china
4 PwC Technology Institute, China’s impact on the semiconductor industry:2012 update, February 2013
5 SEMATECH News, ATDF and QWiKS Improve Equipment Tracking withCost-Saving PPM System [press release], November 5, 2007, accessed July 26, 2013, http://www.sematech.org/corporate/news/ releases/20071105.htm
6 SEMATECH News, ISMI Energy Study Reveals Significant Opportunities to Reduce Consumption, Emissions and Costs in Semiconductor Manufacturing ,[press release], June 4, 2012, accessed July 26, 2013,http://www.sematech.org/corporate/news/releases/20120604.htm
7 PwC Technology Institute, China’s impact on the semiconductor industry:2012 update, February 2013
8 Solid State Technology, Bridging the fabless-foundry gap: Highlighted ConFab presentation, May 18, 2012, accessed July 27, 2013,http://www.electroiq.com/articles/sst/2012/05/the-confab-2012-bridging-
the-fabless-foundry-gap.html?cmpid=ENLConfabJune62012
9 Knowledge at Wharton, Chipping Away: China’s Long March toward aStrong Semiconductor Industry, June 20, 2012, accessed July 29, 2013,http://www.knowledgeatwharton.com.cn/index.cfm?fa=viewArticle&articleID=
2615&languageid=1
10 PwC Technology Institute, China’s impact on the semiconductor industry:2012 update, February 2013
11 Fortune 500, Annual Ranking of Top Companies 2012, accessed June 24,2013, http://money.cnn.com/magazines/fortune/fortune500/2012/performers/ companies/biggest/
12 WSJ Live, What Tech Company Holds the Most Patents?, January 2012,accessed June 24, 2013 http://live.wsj.com/video/what-tech-company-
holds-the-most-patents/4DB2E798-A4A6-45DA-B5BE-
2AB7EC3D77C7.html#!4DB2E798-A4A6-45DA-B5BE-2AB7EC3D77C7
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