綜觀過去幾十年來臺灣所達成的經濟榮景，皆與成功的高科技產業政策與強大的高科技企業實力有著密不可分的關係，新竹、臺中、臺南科學園區的設立、相關大專院校的科系人才培養以及適度的法規政策扶植等因素是臺灣IC產業，能夠在今日立足世界的關鍵，其背後資本市場的支持，亦是支援高科技產業發展不可或缺的根本。
半導體產業乃是臺灣最為重要的產業，其發展的歷史可追溯到西元1979年在政府官員李國鼎先生等人籌設新竹科學園區，其後開啟了專業半導體相關的供應鏈。對於整體的半導體產業，由於半導體通路商處於整體產業鏈的中間，其扮演的角色乃是終端產品製造商與IC設計廠商之間的橋樑，關於其對於客戶的喜好、經濟景氣和市場需求之敏感度與判斷力相對需來得高。
在競爭日趨劇烈的產業結構中，本研究之個案公司半導體零組件通路商K公司，其採取的策略是透過整合IC產業上下游，積極充份發揮自身為產業內的橋樑角色，策略聯盟IC設計公司帶給客戶更迅速、更全面同時客製化的系統解決方案。
K公司最強大的能力在於對於客戶與市場的了解與深耕，憑藉自身擁有之深厚的銷售渠道結合IC設計團隊之核心設計能力，合作並創造及擁有系統方案解決能力，開發具利基性之IC，並取得高毛利產品之獨家代理權。
以此架構為主的策略聯盟，可以給K公司帶來下列好處。第一是提供客戶更好的服務及更佳利潤的解決方案，再者採取股權式聯盟能避免多家廠商複式代理進而使得互利下跌的問題，同時可以採用先行接單再訂購的方式，降低資金週轉的壓力，在策略上與各項財務的績效上有顯著的表現。最後是透過股權持有IC設計公司，帶給K公司顯著的資本利得效果，每年可觀的股利收入亦是對公司一項成功的營運成果。
半導體零組件通路產業一直有許多廠商投入這一個產業，市場完全競爭的激烈結果，造就了這一個產業的利潤微薄，透過本研究之個案公司策略聯盟，能帶給國內的眾多半導體零組件通路商另一條經營策略的大膽思維。

Looking back the economic prosperity achieved by Taiwan over the past few decades, it is inextricably linked with all of the successful high-tech industry policies and the outstanding high-tech enterprises. The establishment of the Hsinchu, Taichung and Tainan Science Parks, the relevant academic institution of higher educations and the suitable regulations are the keys to support the Taiwan semiconductor industry to be the best in the world. The capital market in Taiwan is also make an important role to support the development of semiconductor industry.
The semiconductor industry is the most important industry in Taiwan, and its development can be traced back to 1979, when the government officials Mr. Li Guoding settd up Hsinchu Science Park and make the most professional semiconductor-related supply chain ever after. Since the semiconductor component distributor is in the middle of the overall industrial chain, its role is be the bridge and to well connect the end product manufacturers and IC design firms, on its customer preferences, economic climate and market demand sensitivity and judgment are relatively high. Semiconductor component distributors need to have better stronger sensitivity to their customer preferences, economic and market demand.
In the study, the selected semiconductor component distributor K conducted the strategy to make the IC industrial alliance and wll play the role as a bridge in the industry, to bring customers more rapid, more comprehensive and customized system solutions in the increasingly competitive industry structure.
K's most powerful ability is to catch the demand of the market. With its own strong sales channel and the professional IC design team in the alliance, this company create the system solutions to their coustomers and develop the nich market to have the exclusive right to sell high-margin products around the world.
K’ business strategy can bring the following benefits to the K company. The first is to provide customers better service and profitable solution. The second is that taking the strategic alliance to avoid duplex agent and reduce the financial burden because K can catch the customer’s demand before making orders.The last benefit is that the investment of strategic alliance can create profitable capital gain and dividends.
The semiconductor component distributor industry is highly competitive market. The study hope to give a new vision about K's strategy to other semiconductor component distributors to creat more profitable business.

(一) 中文部分
1. 尹其言，2007，半導體通路商跨境營運企業風險管理之研究，國立政治大學經營管理碩士論文。
2. 呂勇宏，2011，半導體通路商競爭策略之個案研究，國立臺灣科技大學財務金融研究所碩士論文。
3. 梁金峰，2006，半導體零件通路商經營策略之個案研究－以碩擇集團為例，國立臺灣科技大學管理研究所碩士論文。
4. 鍾依芳，2004，策略聯盟宣告對公司價值的影響，國立中山大學企業管理學系研究所碩士論文。
5. 張昌富，2009，半導體零組件通路商經營策略之個案研究-以Z公司為例，國立臺灣科技大學財務金融研究所碩士論文。
6. 張國順，2003，企業國際策略聯盟長期績效之研究，國立成功大學國際企業研究所碩士論文。
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(二) 英文部分
1. Alfred D. Chandler Jr. 1962. “Strategy and Structure: Chapters in the History of the Industrial Enterprise”
2. Hofer, C. W. and D. Shendel.1978. “Strategy Formulation: Analytical Concepts.” West Publishing Co., Minnesota.
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6. Porter, M. E. (1979b). “How Competitive Forces Shape Strategy.” Harvard Business Review ,57 (Mar.-Apr.): 137-145.

(三) 網路資料
1. 公開資訊觀測站
http://mops.twse.com.tw
2. 產業價值鏈資訊平台
http://ic.tpex.org.tw