兩兆雙星產業的誕生正式宣告了面板產業將在台灣市場中造就無限的商機，在此商機的背後隱藏著一個交錯而複雜的供應鏈；期間為搶奪商機爭取訂單，供應商之間競爭關係日益激烈且多變，然而有一現象逐漸受到重視，即是有條件地在競爭狀態中尋求可能合作的部份，藉以找到彼此各自的商業利益，達到雙贏的目標。本研究是以探討各廠商在面對供應鏈上下游廠商之不同關係，如何採取因應的平衡策略使其商業活動的綜效達到最大。 現今的供應鏈關係網絡之中，普遍發生既競爭又合作的現象，而此現象又不斷地交錯伴隨此產業的成長，其競爭與合作的模式必然存在著許多關鍵因素，影響並發展出各供應廠商間的最大商業利益的綜效，因此找出其間存在的競合策略思維是本論文所要探討的重點。而本研究則從各廠商的觀點切入，探討在面對供應鏈網絡中的競合關係變化及因應之道，據此提出六個研究問題。 本研究針對面板供應鏈之現況為例，收集原材料供應商(M公司)、原有加工廠商(A公司)、新加工廠商(B公司)與主要客戶(C公司)的互動為研究對象，針對其目前之供應鏈聯合狀態進行訪談，並透過所設計之問卷進行面談採訪，收集質化分析之第一手資料，透過產業訪談結果歸結相關的研究結論如下： 1. 在此聯合關係的研究當中，共計有16項聯合關係，其中有8項關係為過度聯合關係，而另8項關係為聯合不足；顯示供應鏈中確實存在聯合關係為過度或不足之情況。 2. 當過度聯合時，原材料商通常採取「差別取價」、「控制關鍵市場訊息」及「客製化服務」；新舊加工廠則常用「尋求替代品或供應商」及「客製化服務」之策略；最後以主要客戶則採取「控制市場訂單」與「控制市場關鍵訊息」策略。 3. 原材料商之「產品技術能力」及「產品研發能力」的資源條件通常伴隨「差別取價」策略，用以調整聯合關係狀態，而加工廠之「價格競爭能力」與「客戶關係能力」則較常促成「尋求替代品或供應商」策略的形成，此狀況在加工廠商為焦點公司時最為頻繁。 4. 廠商間為快速調整聯合關係，短期也通常以降低成本或售價的策略，因此供應鏈中的成員若要思考如何達成企業的最大商業利益，掌握或增進具競爭差異的資源條件是相當重要的課題。 5. 當二元關係之「相對技術能力」、「相對客戶關係」及「相對重要性」較高時，通常採取「差別取價」或「尋求替代品或供應商」策略。 6. 在策略選項中「獨家壟斷」及「供貨限制」較少被採用。 關鍵字 面板產業、供應鏈關係網絡、平衡策略、競爭策略、競合策略、合作策略。 / The two trillion and twin star business be created in Taiwan means the display industry will provide a inestimable business opportunity. LCD was announced as the most infinite business potential while semi-con and LCD industry booming in Taiwan. However, this business potential brought a complicated supply chain. In order to gain more share, the competition situation among the suppliers became server and diversified. One phenomenon was highlighted that how to find a coworker with certain criteria to benefit both party, then make the win-win situation. This assay was to study different relationships which suppliers faced to up-stream and down-stream players. And how to take a balanced strategy to maximize business synergy is our main lesson learnt in this assay. It is normal to find the phenomenon of competition with cooperation in current supply chain network. Since the industry grows with the phenomenon continuously, there should be some critical factors within the model of competition and cooperation. These will impact and influence the synergy of maximum business interests among the suppliers. Therefore, finding out the methodology of coopetition is what we want to discuss in this assay. The study will start form business point of view in each suppliers. Then discuss how to react to the change of coopetition among supply chain networks. We studied from the example of current LCD supply chain. M company was one of the raw material suppliers, B company was a new converter in the value chain, and C company is main customer to use the materials. Then arranging interviews to figure out alliance condition within the relationship and to collect 1st hand qualitative data for further analysis. The conclusions of interviews and studies should be as following: 1. There are 16 relationships in alliance relationships. 8 among those 16 are over-alliance; while the other 8 are under-alliance ones. It shows that there really are over and under alliance situation within the supply chain. 2. When it comes to over-alliance, raw materials supplier often takes “price differentiation”,“control critical market information” and “customized service” to face the situation. Meanwhile, the converters use to take “find out a 2nd source material and supplier” and “customized service”. And main customer might “control the orders” and “control critical market information” as the reaction. 3. The resource condition of raw materials supplier such as “product technology skill” and “product development skill ”always bundle the“ price differentiation strategy”. It is helpful to regulate the coopetition situation. Again,the converters usually adopt the “find out a 2nd source material” strategy due to they have the resource condition of the “price competition ability” and “Customer relationship ability”. 4. To regulate the coopetition situation, there are many companies usually adopt the strategies such as cost down or reduce the selling price. On average, it is the key to increase the resource condition that have the differentiation competitive advantage if the company of this supply chain want to know how to gain the most business advantage. 5. The strategies of the“price differentiation”and “find out a 2nd source material and supplier” always be adopted due to the company possess the relativity relationship that are “relativity technology ability” 、” relativity customer relationship” and “ relativity importance”. 6. The strategies such as the “engage of business without competition” and “Control the distribuotion of goods” are less be adopted in this business. Key words : Display Market, The network of supply chain, Balance Strategy, Competitive Strategy, Coopetition Strategy, Cooperation Strategy

中共自1979年推行「改革開放」政策，其社會主義市場經濟進入快速成長軌道，隨著綜合國力的日漸崛起，牽動著亞太區域乃至國際地緣政治的變化，並引發周邊國家對其國家戰略及軍事意圖產生疑慮，即使中共一再闡述「和平發展」及透過對話方式，以期化解各國對其崛起發展的疑懼，但由於開放資訊程度的不透明，在短期內迭起的「中國威脅論」難以改觀。 盱衡當今全球局勢，「中」美關係的發展確是重要考量因素。美國當前全球戰略與其國家安全利益，即是防止區域霸權崛起，威脅美國的區域安全利益。面對中共的崛起，美國己展開「重返亞洲」再平衡策略等一系列的遏制舉措，中共則展現企圖掌控亞太霸權的動機極其明顯。中共與美國戰略利益衝突勢難避免，可見未來的「中」美關係將更為嚴峻，這是中共第五代領導人習近平上台後及美國總統歐巴馬第二任期內的極大挑戰。從區域政治、經濟、安全的視角，無論是亞太區域權力競合、經濟資源開發或軍事策略運作、東海及南海主權爭議等，在在影響「中」美戰略競逐與形勢消長。 美國自2008年全球金融風暴之後，經濟頹勢與財政困頓，而中共的市場經濟持續發展，對於美國恢復經濟動能十分重要。由於經濟的互賴日漸加深，雙方處於一種既競爭又合作的關係。在此種競合交錯的複雜環境下，美國重返亞洲的策略布局，已然被中共視為遏制其崛起的一大挑戰。因此，全力在經濟、外交與軍事上採取各種反制的作為。在「中」美戰略競逐的新形勢下，中共應可體認自身實力與限制因素，在國際戰略情勢中，尋求對自己最有利的位置。 / Since the People’s Republic of China (PRC) released the “Chinese Economic Reform” in 1979, its socialism-oriented market economy has gone into a fast-growing orbit. With the rise of comprehensive national power, PRC has influenced the shape of Asia-Pacific region, even the global geopolitics, and resulted in the neighboring countries’ doubt on its national strategies and military intentions. Although PRC seeks to dissolve other countries’ doubt and fear through expounding on its peaceful development and dialogue, the opacity of information makes it difficult to change their views in a short time. The development of China-United States relations is indeed a major consideration in current global situation. The global strategies and national security interests of United States are to prevent the rise of regional hegemony from threatening its regional security interests. Facing the rise of PRC, United States has implemented rebalancing strategy “Pivot to Asia” as one of the containment measures. On the other hand, the motivations which China is competing for the leadership in Asia-Pacific are obvious. The conflict of strategic interests between PRC and United States is inevitable, and their relations will be more difficult in the foreseeable future. It will be a great challenge for Xi Jinping’s administration, the PRC fifth leadership generation, and United Sates President Obama’s second term. In the perspective of regional politics, economics and security, whether the power competition in Asia-Pacific, development of economic resources, implementation of military strategies, or the sovereignty disputes in the East and South China Sea, they are all influencing the increase and decrease of the strategic competition and situation between China and United States. Since the global financial crisis in 2008, the economy and finance of United States have suffered from recession. However, the market economy of PRC is continuing to grow and plays an important role to provide momentum for United States’ economy to recover. Due to the deepening economic interdependence, the relations of both sides can be competitive and cooperative. PRC has regarded Unites States’ “Pivot to Asia ”strategy as a challenge to contain it’s rise and therefore implemented economic, diplomatic, and military countermeasures. In the new situation of China-United States strategic competition, the PRC shall be aware of its strength and limitations to find its most strategic position in the international strategic circumstances.