綠能產業已納入政府六大新興策略產業之一，在環保意識抬頭、環境永續議題上，節能減碳綠能產業更成為投資顯學，尤其中國十二五規劃也將綠能產業納入未來發展主軸，在後ECFA時代，企業與投資人都要掌握契機，為跨足兩岸、佈局全球奠定良好基礎。全球暖化效應，使節能減碳議題在哥本哈根會議後，備受各國政府與企業重視，節能意識驅動綠色科技快速發展，更在日本爆發核電輻射外洩事件後，台灣綠能產業政策的主軸之一LED照明，希望在2015年發展成為兆元產業，但面臨缺乏自主技術、技術遭專利封鎖困境，唯有透過政府政策擴大內需，引進投資資金，突破技術瓶頸，與中國合作建立標準規格，建立完整LED產業供應鏈，累積足夠經驗，把握LED應用爆發成長的時代商機。
在面對LED產業的高度競爭及龐大的應用需求，台灣LED廠商大多採高度專業分工的模式，做磊晶就磊晶，做封裝就封裝，資源非常集中，可以把一個單一製程做的很精細，很有競爭力，就像國內LED產業龍頭晶元光電，堅持水平整合，專注於LED磊晶生廠，達到提高生產效率，降低生產成本。本研究的個案公司是一家生產LED磊晶片及晶粒製造商，在LED產業鏈中是屬上游的供應商，由於技術密集、資本密集、利潤率卻不高的產業特性之下，如何打造從上游到下游縱向的產業鏈，以垂直整合的方式布局LED終端應用產品，明顯有別於晶元光電的經營策略，建立獨特經營優勢，以做為後續對LED產業公司投資或經營之參考。
本研究發現個案公司的競爭優勢及逐步達成優於同業之經營績效，有五項結論:(1)客製化的產品策略，提供封裝技術支援；(2)調整產品組合，晶粒(LED chip)提升至60%，晶片(LED wafer)、LED模組次之；(3)國內第一家採用光、機、熱、電整合技術，從磊晶到系統模組的垂直整合方式切入照明市場，充分掌握市場需求變化及成本競爭優勢；(4)生產高亮度LED及照明模組為重心，以節能減碳的創新經營模式，成功佈局日本、中國大陸市場；(5)有效率的籌資規劃，快速擴產，增加生產經濟規模，引進策略性夥伴，降低經營風險。

The government of Taiwan has listed the green energy industry as one of the six emerging strategic industries. As environmental awareness increases, the energy-conserving and carbon-reducing green energy industry has become a focal point in the area of investment into environmental sustainability. In its 12th Five -Year Plan, China listed the green energy industry as one of its focuses for future development. With the establishment of the ECFA, corporations and investors must use the opportunity to build a solid foundation for both cross-strait and international expansion of the green energy industry.
Following the Copenhagen Climate Conference, governments and enterprises worldwide have placed increased emphasis on issues of energy conservation and carbon reduction. Awareness of the need for energy conservation has driven the rapid development of green technology. After the radiation disaster in Japan, it is hoped that by 2015, the LED lighting industry (which is a key focus of green industrial policy in Taiwan) will develop into a trillion dollar industry. However, the industry is currently facing lack of independent technology and the problem of patents limiting the availability of needed technology. The government must formulate policy to expand domestic demand, infuse investment funds, break the technological bottleneck, cooperate with China to develop standard specifications, and accumulate sufficient experience in constructing a comprehensive LED industry supply chain, to grasp this opportunity for monumental growth in LED application.
Facing strong competition and numerous application requirements in the LED industry, a majority of Taiwanese LED companies utilize a model of a highly specialized division of labor. Technicians working with epitaxial wafers or encapsulation, for instance, work only within these areas of specialization. Resources in this industry are highly concentrated, and a single manufacturing process can be extremely intricate. Epistar Corporation, for example, a leading enterprise in the domestic LED industry, persisted in horizontal integration and focused on an epitaxial LED plant, achieving higher productive efficiency and reducing production costs.
The case study in this research is a manufacturer that produces LED expatial wafers and chips. In the LED industry supply chain, this manufacturer is considered an upstream supplier. Considering the industrial characteristics of technology intensity, capital intensity, and low profit, we examined how this company had built an upstream-downstream industry chain and used vertical integration to distribute LED end applications, creating a unique business advantage. This operational strategy is significantly different from that used by Epistar and can provide reference for LED enterprises with regard to investment or operation.
Research showed that the competitive advantage of the case study gradually increased until its operational performance exceeded that of other businesses in the same industry. This study presents five conclusions:
(1) Customized product strategy supported encapsulation technology.
(2) Product portfolios were adjusted; LED chips were increased to 60%, followed by LED wafers and LED modules.
(3) This manufacturer was the first in Taiwan to use integrated optical, mechanical, thermal, and electrical technology, and entered the lighting market using methods of vertical integration, from expatial wafers to system modules. The manufacturer was thereby able to grasp the changes in market demand and achieve competitive cost advantage.
(4) This manufacturer focused on producing high-brightness LEDs and lighting modules, and successfully branched out to the markets of Japan and China with an energy-conserving and carbon-reducing innovative business model.
(5) This manufacturer effectively planned financing, expanded rapidly, increased the economic scale of production, included strategic partners, and reduced operational risk.

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三、網路部份
1.拓墣產業研究所，http://www.topology.com.tw
2.資策會資訊市場情報中心，http ://mic.iii.org.tw/
3.公開資訊觀測站，http ;//newsmops.tse.com.tw/
4.華強LED網，http://122.11.55.184/
5.中國LED網，http://www.cnledw.com
6.MIC資訊產業重點新聞，http://mic.iii.tw/intelligence/
7.工商電子時報，http://ctee.com.tw/
8.聚亨網， http://news.cnyes.com/