新冠肺炎疫情爆發，對各國產業、經濟等面向造成嚴重衝擊，並改變全球供應鏈作業，影響全球供應鏈缺貨嚴重；IC設計業者面對終端業者持續拉貨需求及晶圓代工產能持續滿載的情況，如何確保供需平衡，以維持並提升產業整體營收，為半導體產業相關業者的重要課題。
本研究以Stevens(1989)提出的供應鏈整合概念之六大面向為基礎，透過深度訪談IC設計業之個案公司、供應鏈合作夥伴、及業務往來客戶，以了解疫情對台灣IC設計業者供應鏈管理模式之變化及影響，找出其供應鏈管理之策略。研究顯示疫情後，業者為取得貨源，「供應商管理」被視為較重要的策略項目，而疫情後的嚴重缺貨，只要有貨即可銷售出去，業者無需花費太多心思於「通路商管理」，因而最不被重視。
IC設計業者在疫情後的全球供應鏈管理模式，採購管理策略重點：評選供應商第一為產能、第二是績效、最後才是價格；採購流程被壓縮，與供應商關係更顯重要，客戶必須採取預付款方式才能取得貨源。存貨管理策略重點：疫情後幾乎無存貨，須確實掌握客戶需求，採取精準下單。供應商管理策略重點：所有的供應鏈網絡業者合作應更加密切，資訊應更加透明，以達物料配貨最佳化。通路商管理策略重點：可透過取消代理商制度，避免受制於代理商，消除掉終端消費者配貨疑慮。製造管理策略重點：工廠端可提高自動化生產、並導入電腦系統管理；產線人員分流上工、增加派遣人員，簡易工作外包，提高人員運用之彈性及效能。配銷管理重點：盡量讓整個供應鏈及生產管理單純化，在地化一條龍作業有助於減少整個供應鏈風險。

The outbreak of the COVID-19 has caused serious impact on the industries and economies of all countries, changed the operation of the global supply chain. IC designers are facing the continuous demand of terminal manufacturers and full capacity of wafer foundry. How to ensure a balance between supply and demand in order to maintain and increase the overall revenue of the industry is an important issue for the semiconductor related industry.
This research is based on the six aspects of the supply chain integration concept proposed by Stevens (1989), through in-depth interviews with IC design company, supply chain partner, and customers to see the impact of COVID-19 on the supply chain management of Taiwan IC design industry, and finds out their strategies. Research shows that after the epidemic, in order to obtain supply, "supplier management" is regarded as the first important strategic item. Due to the severe shortage of goods caused by the epidemic, manufacturers can sell as long as they have goods, so "channel management" is the least important issue.
The points of IC designer's procurement management strategies after the outbreak of the epidemic include: the first principle for selecting suppliers is capacity, the second is performance, and the last is price. The procurement process is shortened, so the supplier relationship is more important, and the customer must pay in advance to obtain the supply. The important findings of inventory management include: after the outbreak of the epidemic, there is almost no inventory, so it is necessary to truly grasp customer needs and accurate orders.
The key points of the supplier management strategy include: the cooperation between supply chain partners should be more closely and information should be more transparent in order to achieve the optimization of material distribution. Regarding the management of distributors, the cancellation of the agent system can avoid being subject to agents and eliminate the doubts of end consumers for distribution.
The key points of the manufacturing management strategy include: improving automatic production in factories, introducing computer system management, diverting production line personnel to work, increasing dispatch personnel, simplifying work outsourcing, and improving personnel flexibility and efficiency.
The key points of distribution management include: simplifying the entire supply chain and production management as much as possible. Localized one-stop operation helps reduce risks of whole supply chain.

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