Matching Items (6)
Filtering by
- All Subjects: Excel
- All Subjects: Semiconductors
- Creators: Hertzel, Michael
Description
Company X is one of the world's largest semiconductor companies in the world, having a current market capitalization of 177.44 Billion USD, an enterprise value of 173.6 Billion USD, and generated 52.7 billion USD in revenue in fiscal year 2013. Recently, Company X has been looking to expand its Foundry business. The Foundry business in the semiconductor business is the actual process of making the chips. This process can be approached in several different ways by companies who need their chips built. A company, like TSMC, can be considered a pure-play company and only makes chips for other companies. A fabless company, like Apple, creates its own chip design and then allows another company to build them. It also uses other chip designs for its products, but outsources the building to another company. Lastly, the integrated device manufacturing companies like Samsung or Company X both design and build the chip. The foundry industry is a rather novel market for Company X because it owns less than 1 percent of the market. However, the industry itself is rather large, generating a total of 40 billion dollars in revenue annually, with expectations to have increasing year over year growth into the foreseeable future. The industry is fairly concentrated with TSMC being the top competitor, owning roughly 50 percent of the market with Samsung and Global Foundries lagging behind as notable competitors. It is a young industry and there is potential opportunity for companies that want to get into the business. For Company X, it is not only another market to get into, but also an added business segment to supplant their business segments that are forecasted to do poorly in the near future. This thesis will analyze the financial opportunity for Company X in the foundry space. Our final product is a series of P&L's which illustrate our findings. The results of our analysis were presented and defended in front of a panel of Company X managers and executives.
ContributorsJones, Trevor (Author) / Matiski, Matthew (Co-author) / Green, Alex (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Department of Finance (Contributor) / W. P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2015-05
Description
Our thesis project aims to evaluate a major semiconductor company's (The Company) substrate supplier strategy in order to find the ideal number of suppliers that minimizes fixed cost and supplier power. With The Company spending roughly $2.2 billion annually on substrates, supplier strategy has a significant impact on their costs. As a general rule in micro processing, the circuitry of the processor becomes twice as dense every two years. The substrate, being the pathway through which the process or with the motherboard, must become more advanced as well, although the technology does not grow at nearly the same speed. Leading the way in their industry, The Company is at the forefront of technology and produces the world's most advanced processing units. The suppliers The Company purchases from must be innovators in their own respective fields in order to be capable of handling such "bleeding-edge" technology; this requires a supplier to make a commitment to continuously work towards meeting The Company's constantly changing technological requirements. The ultimate goal of this project is to determine the ideal number of substrate suppliers that balances the effects of production costs and buying power to give the company the best overall purchase price.
ContributorsWright, Brian (Author) / Hertzel, Michael (Thesis director) / Simonson, Mark (Committee member) / Shirts, John (Committee member) / Barrett, The Honors College (Contributor)
Created2012-05
Description
The object of the present study is to examine methods in which the company can optimize their costs on third-party suppliers whom oversee other third-party trade labor. The third parties in scope of this study are suspected to overstaff their workforce, thus overcharging the company. We will introduce a complex spreadsheet model that will propose a proper project staffing level based on key qualitative variables and statistics. Using the model outputs, the Thesis team proposes a headcount solution for the company and problem areas to focus on, going forward. All sources of information come from company proprietary and confidential documents.
ContributorsLoo, Andrew (Co-author) / Brennan, Michael (Co-author) / Sheiner, Alexander (Co-author) / Hertzel, Michael (Thesis director) / Simonson, Mark (Committee member) / Barrett, The Honors College (Contributor) / Department of Information Systems (Contributor) / Department of Finance (Contributor) / Department of Supply Chain Management (Contributor) / WPC Graduate Programs (Contributor) / School of Accountancy (Contributor)
Created2014-05
Description
The goal of this thesis was to provide in depth research into the semiconductor wet-etch market and create a supplier analysis tool that would allow Company X to identify the best supplier partnerships. Several models were used to analyze the wet etch market including Porter's Five Forces and SWOT analyses. These models were used to rate suppliers based on financial indicators, management history, market share, research and developments spend, and investment diversity. This research allowed for the removal of one of the four companies in question due to a discovered conflict of interest. Once the initial research was complete a dynamic excel model was created that would allow Company X to continually compare costs and factors of the supplier's products. Many cost factors were analyzed such as initial capital investment, power and chemical usage, warranty costs, and spares parts usage. Other factors that required comparison across suppliers included wafer throughput, number of layers the tool could process, the number of chambers the tool has, and the amount of space the tool requires. The demand needed for the tool was estimated by Company X in order to determine how each supplier's tool set would handle the required usage. The final feature that was added to the model was the ability to run a sensitivity analysis on each tool set. This allows Company X to quickly and accurately forecast how certain changes to costs or tool capacities would affect total cost of ownership. This could be heavily utilized during Company X's negotiations with suppliers. The initial research as well the model lead to the final recommendation of Supplier A as they had the most cost effective tool given the required demand. However, this recommendation is subject to change as demand fluctuates or if changes can be made during negotiations.
ContributorsSchmitt, Connor (Co-author) / Rickets, Dawson (Co-author) / Castiglione, Maia (Co-author) / Witten, Forrest (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Department of Finance (Contributor) / Department of Economics (Contributor) / Department of Information Systems (Contributor) / Department of Supply Chain Management (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / School of Accountancy (Contributor) / WPC Graduate Programs (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
This paper serves as an analysis of the current operational conditions of a real-world company – referred to as “Company X” – with respect to the IC substrate industry. The cost of substrates, a crucial component in the production of Company X’s product, has recently diverged from Company X’s predictions and is contributing to declining profitability. This analysis aims to discover the underlying cause for price divergence and recommend potential resolutions to improve the forecast of substrate costs and profitability. The paper is organized as follows: Chapter 1 is an introduction to IC substrates and the industry as a whole, Chapter 2 is a breakdown of the specific factors responsible for substrate prices, and Chapter 3 delivers a final recommendation to Company X and concludes the paper.
ContributorsFares, Ariya (Ari) (Author) / O’Loughlin, Connor (Co-author) / Guillaume, Riley (Co-author) / Aggarwal, Bianca (Co-author) / King, Camden (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor)
Created2023-05
Description
"Company X," a technology company, is known for being one of the world’s largest semiconductor chip manufacturers; however, they are also one of the largest authors of software. In 2019, "Company X" entered a new paradigm where, according to the CEO, while "Company X"’s core strategy has not changed, "Company X" is embracing the transition to a data-centric company from a PC-centric company. The scope that the project examines is--in this transition to a data-centric company and based on the company's current expertise and competitive advantages--should "Company X" be branching into an additional division or leverage existing intellectual property (IP)? The goal of the project is to understand how "Company X" can leverage its expertise in hardware and software service packages to maximize the value of the company.
ContributorsArellano, Andrea (Co-author) / Roos, Bailey (Co-author) / Broas, Joshua (Co-author) / Kotti, Abhigyan (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05