近年來，人工智慧與資料中心需求快速成長，帶動高速光通訊產業進入高成長與結構重塑階段。對磊晶圓製造廠而言，如何在需求擴張、技術快速迭代、供應鏈重組與地緣政治風險升高之情境下，調整事業策略與組織方式，已成為重要管理課題。本研究以 M 公司為個案，運用策略形態分析法與策略矩陣分析法，探討其現在事業策略、未來事業策略方向，以及由傳統產品導向製造廠轉型為「光雷射設計製造服務平台」之組織調整邏輯。研究聚焦兩項問題：其一，M 公司應如何調整策略形態，以形成適切之未來事業策略；其二，M 公司應如何依營運價值鏈調整組織結構與跨部門協調機制，以支撐策略落實。

本研究採個案研究法，透過半結構式訪談、公司內部文件、營運資料、會議紀錄及次級產業資料進行交叉分析，先由經營流程與價值單元辨識 M 公司之商業模式與現在事業策略，再進一步檢視其目標達成情形、內部資源條件與外部環境前提，以推演未來事業策略方案，並分析未來策略所需之組織方式與結構。研究結果顯示，M 公司目前已建立以高附加價值產品組合、製程升級、多元應用布局，以及快速量產與穩定供貨為核心之製造導向競爭基礎；然而，若
僅延續單點製造能力深化，不足以支撐下一階段成長。

研究進一步提出三個彼此支撐之未來事業策略模組：第一，以光雷射設計服務定位建構平台生態系，透過需求分析、客戶結盟、共同設計、外部設計資源導入與後段夥伴串連，使公司由磊晶供應商逐步升級為整合服務平台；第二，以供應商管理建立供應韌性優勢，透過強化供應商關係與來源管理、提前備料、擴大安全庫存及建立多元來源，提升供應穩定性與交期可靠性；第三，以重點區域客戶布局分散市場集中風險，藉由鎖定重點區域客戶、規劃區域化
供應鏈配置及建立關鍵原料區域化來源與認證機制，逐步形成區域分散之客戶組合。整體而言，M 公司未來最適合之事業策略方向，並非單點製造能力之持續強化，而是朝向平台化、韌性化與分散化之整合型成長模式發展。

在組織設計方面，本研究指出，若 M 公司欲使前述未來策略得以落實，其組織方式必須由原本偏功能導向之製造型組織，逐步轉向以平台協作與流程整合為核心之平台製造流程組織，並透過經營企劃室、戰情中心、跨部門協調機制，以及知識制度化安排，強化客戶需求、技術能力、供應鏈條件與製造執行之整合。

綜合而言，本研究不僅具體應用策略形態分析法與策略矩陣分析法於光通訊上游磊晶圓製造廠之轉型研究，亦進一步連結未來事業策略與組織方式分析，補強策略研究中對策略落實問題之探討，並為相關產業之轉型提供具體管理啟示。

Rapid growth in artificial intelligence and data center demand has reshaped the high-speed optical communications industry. For epitaxial wafer manufacturers, a key challenge is how to realign business strategy and organizational design amid fast technology cycles, supply chain restructuring, and rising geopolitical risk. This study uses Company M as a case and applies Strategic Configuration Analysis and Strategic Matrix Analysis to examine its current strategy, future strategic direction, and the organizational adjustments required for its transformation from a product-oriented manufacturer into a laser design-and-manufacturing service platform.

Using a case study approach, this research integrates semi-structured interviews, internal documents, operating data, meeting records, and secondary industry sources. The findings show that Company M has built a manufacturing-driven competitive foundation based on a high-value-added product portfolio, process upgrading, diversified applications, and strengths in rapid ramp-up and stable supply. However, further growth cannot rely solely on deepening isolated manufacturing capabilities.

This study proposes three mutually reinforcing future strategic modules. First, building a platform ecosystem through laser design services, enabling the company to move from an epitaxial wafer supplier to an integrated service platform through demand analysis, customer alliances, co-design, external design resources, and downstream partner integration. Second, building supply resilience through supplier management, enhancing supply stability and delivery reliability through stronger supplier relationships, source management, advance material preparation, safety stock expansion, and multi-sourcing. Third, reducing market concentration risk through targeted regional customer deployment, by focusing on priority regional customers, regionalizing supply chain arrangements, and establishing localized sourcing and certification mechanisms for key materials. Overall, Company M’s most suitable future direction is not the continued strengthening of isolated manufacturing capabilities, but the development of an integrated growth model characterized by platformization, resilience, and diversification.

This study further argues that successful implementation of these strategies requires a shift from a function-oriented manufacturing organization toward a platform manufacturing process organization centered on platform collaboration and process integration. Overall, this research extends the application of Strategic Configuration Analysis and Strategic Matrix Analysis to the transformation of an upstream optical communications epitaxial wafer manufacturer, while linking future business strategy with organizational design and offering practical implications for industrial transformation.

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