半導體供應鏈中的顧客關係管理 (CRM)，已不再只是維持客戶關係的業務活動，而是供應商面對不同客戶要求時，整合品質、技術、交期、溝通與資源配置的部門管理能力。由於半導體客戶在製程需求、品質標準、交期彈性、成本考量與溝通模式上存在差異，供應商必須依據客戶特性調整其CRM作法。故本研究以半導體材料與製程解決方案供應商─E公司為研究對象，採半結構式調查方式，蒐集技術支援與品保工程、行政與進出貨、業務等部門等18位人員之實務觀點，探討供應商面對台積電與非台積電客戶時之CRM模式、部門分工與差異化管理作法。研究結果發現，半導體供應商之CRM並非單一業務部門所能完成，而是由品質技術、供應交付與溝通協調等多項組織能力共同支撐。不同部門在客戶關係管理中分別扮演技術支援、供應協調與關係整合之角色，使供應商能回應不同客戶在品質、交期、成本與溝通上的差異化需求。進一步而言，台積電客戶較重視品質穩定與風險控管，供應商須以較嚴謹且制度化的管理方式回應；非台積電客戶則在品質基準之上，更重視交期彈性、成本協調與合作效率。此顯示半導體供應商應依據不同客戶之需求特性與合作情境，建立差異化CRM策略，受訪者認為，此作法可能有助於提升跨部門協作效率並促進長期客戶關係。據此，本研究將CRM從傳統客戶服務觀點延伸為半導體供應鏈中的跨部門整合能力，並對客戶分級管理、資源配置與供應鏈合作關係提供理論與實務參考。;Customer relationship management (CRM) in the semiconductor supply chain is no longer merely a business activity aimed at maintaining customer relationships. Rather， it represents a supplier’s cross-functional managerial capability to integrate quality， technology， delivery， communication， and resource allocation in response to varying customer requirements. Because semiconductor customers differ in their process requirements， quality standards， delivery flexibility， cost considerations， and communication practices， suppliers must adapt their CRM approaches to the characteristics of different customers. Accordingly， this study examines Company E， a supplier of semiconductor materials and process solutions. Using a semi-structured survey， the study collected practical perspectives from 18 employees across technical support and quality assurance engineering， administration and logistics， and sales departments. It explores the CRM models， departmental responsibilities， and differentiated management practices adopted by the supplier when serving TSMC and non-TSMC customers. The findings reveal that CRM among semiconductor suppliers cannot be performed by the sales department alone; instead， it is supported by a combination of organizational capabilities involving quality and technology， supply and delivery， and communication and coordination. Different departments respectively perform the roles of providing technical support， coordinating supply， and integrating customer relationships， enabling the supplier to respond to customers’ diverse requirements regarding quality， delivery， cost， and communication. More specifically， TSMC places greater emphasis on quality consistency and risk control， requiring suppliers to adopt more rigorous and institutionalized management practices. Non-TSMC customers， while maintaining fundamental quality requirements， place relatively greater emphasis on delivery flexibility， cost coordination， and collaborative efficiency. These findings indicate that semiconductor suppliers should develop differentiated CRM strategies based on customers’ specific requirements and collaborative contexts to enhance cross-functional coordination and foster long-term customer relationships. Based on these findings， this study extends CRM beyond the conventional perspective of customer service by conceptualizing it as a cross-functional integration capability within the semiconductor supply chain. It also provides theoretical and practical implications for customer segmentation， resource allocation， and collaborative supply chain relationships.
