Abstract
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