2018年中美貿易戰開打，美國對中國大陸、歐洲汽車與其零組件最高課徵25% 的關稅，對一向以美國為最大出口市場的臺灣汽車零組件廠商，擔心受到中國大陸的連帶衝擊。本研究目的在探討汽車零組件產業業者面對中美貿易戰之挑戰，並從供應鏈韌性角度，了解選定之個案公司的供應鏈因應對策。
本研究發現，從供應鏈的堅實性角度來看，個案公司是以強強聯手的觀念建立供應鏈關係，供應商都是具有品質優勢的合作夥伴，而不是價格取向。供應鏈夥伴間，如果建立技術合作關聯性，共享市場機會，有助強化供應鏈堅實性。從供應鏈耐久性來看，合作夥伴應找與本身相當程度，甚至略小的廠商。大家都在相同水平運作，才不會互相拋棄。長期合作的供應商可能會面臨內部接班換代的問題，必須在技術上重新扶植，避免技術斷層與斷鏈。從供應鏈穩定性來看，個案公司與客戶共同開發新產品，藉由共同研發建立長期合作基礎，技術自主也可減少原廠採購成本、貨源取得更穩定，研發成果共享，以雙贏為前提，亦有助於維繫供應鏈關係的穩定。從供應鏈敏捷性來看，中美貿易衝突帶來轉單效應，為C公司帶來新客源，也造成產能吃緊。另外，因為對新客戶的了解不若舊客戶，除了慎重徵信評估，在付款條件上更加保守。以供應鏈適應性來看，勞力密集產業較易受到中美貿易衝突的影響，尤其是低價位產品。因為中國市場的激烈競爭以及需求降低，若能增加附加營業項目，提供全套性一條龍式服務，才能夠在中國生存。以供應鏈反應性來看，面對突發事件，增加供應鏈反應性的做法，包括強化庫存的管控、將疫情及封城的可能性列入供應鏈風險因素、留意其他地區狀況，提高警覺即時調節，即時調整收款方式避免呆帳。

The Sino-US trade war broke out in 2018, the United States imposed 25% tariff on Chinese and European automobiles, parts and components. For Taiwan's auto parts manufacturers, which have always regarded the United States as their largest export market, they are worried about the impact from China. The purpose of this study is to explore how the auto parts industry players view the Sino-US trade war, and understand the supply chain strategies of the selected case company from the perspective of supply chain resilience.
From the perspective of the solidity of the supply chain, the case company established a supply chain relationship based on the concept of hand-in-hand with strength, and the suppliers are all partners with quality advantages, rather than price orientation. If supply chain partners establish technical cooperation linkages and share market opportunities, it will be helpful to strengthen the solidity of the supply chain. From the perspective of supply chain durability, when looking for partners, we should select the manufacturer with the same level or even a slightly smaller one. When partners are at the same level, it is less likely to abandon each other. Long-term cooperative suppliers may have the problem of internal succession, so they must be re-supported technically to avoid technical faults and broken links. From the perspective of supply chain stability, Company C and its customers jointly develop new products and establish a long-term cooperation foundation through joint research and development. Technology independence can also reduce original factory procurement costs, obtain more stable supply of goods, and share research and development results. On the premise of win-win cooperation, it also helps to maintain the stability of the supply chain relationship. From the perspective of supply chain agility, the trade conflict between China and the United States has brought about the order transfer effect. Although it can bring new customers to Company C, it has also caused a shortage of production capacity. In addition, because the understanding of new customers is not as good as that of old customers, it is necessary to be more cautious in credit investigation and evaluation, and the payment terms will also be more conservative.
From the perspective of supply chain adaptability, labor-intensive industries are more vulnerable to the impact of Sino-US trade conflicts, especially low-priced products. Because of the fierce competition in the Chinese market and the decrease in demand, only if we can increase additional business items and provide a full set of one-stop services can we survive in China. From the perspective of supply chain reactivity, in the face of emergencies, the approaches to increase supply chain reactivity are mainly to strengthen inventory control, include the possibility of epidemics and city closures as supply chain risk factors, pay attention to the situation in other regions, and increase vigilance to adjust immediately, quickly adjust payment methods to avoid bad debts.

論文審定書 i
誌　謝 ii
摘　要 iii
Abstract iv
目錄 vi
圖目錄 vii
表目錄 viii
第一章 緒論 1
第一節　研究背景及動機 1
第二節　研究目的 2
第三節　研究範圍與限制 3
第四節　研究流程 3
第二章 文獻探討 5
第一節　中美貿易戰 5
第二節 供應鏈管理及供應鏈韌性 8
第三節 汽車零組件產業概況 12
第三章 研究方法 15
第一節 個案研究法 15
第二節 深度訪談法 18
第三節 資料分析方法 22
第四章 資料分析 23
第一節 堅實性 23
第二節 耐久性 25
第三節 穩定性 26
第四節 敏捷性 28
第五節 適應性 29
第六節 反應性 31
第五章 結論與建議 33
第一節 研究結論 33
第二節 研究建議 35
參考文獻 37
附件一 上游供應商S先生訪談逐字稿 43
附件二 下游客戶C先生訪談逐字稿 48
附件三 高階管理者M先生訪談逐字稿 53

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