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

高科技產業是目前台灣繼紡織工業、機械工業後引領台灣近三十年來產業發展的主流產業，其中又以ICT（Information & Communications Technology）產業是台灣高科技產業的代表。但高科技產業特徵是快速的變化，並不斷經過創新技術的發展，加劇其變化的速度，要有能力在高科技產業中持續發展，對市場趨勢、核心能力的掌握、新技術發展、人才養成、垂直整合能力、水平產業整合能力等皆需具備，才有機會在高科技產業中生存及發展。因此如何掌握企業本身的核心能力、檢視整體供應鏈價值，並提出適合之企業經營與競合策略，便是能否在高科技產業中持續發展的關鍵因素了。 觸控面板產業自2007年Apple正式推出iPhone後，觸控面板有了急速成長的開端。其中台灣在觸控面板的供應鏈中佔有超過50%的產值，是台灣在全球的又一個世界第一，值得期待，而本研究的主題”捲揚式真空濺鍍產業”正是觸控面板業中的關鍵材料製造技術。但在台灣創造另一個第一的同時，細部去分析此類產品供應鏈的成本結構，獲利最高的並非台灣廠商而是日本廠商，那麼如何提高台灣廠商在觸控面板產業的價值，答案就在如何洞悉產業及如合運用創新與競合的經營策略了。 / A high-tech industry is a mainstream industry. In Taiwan, the machinery industry is second only to the textile industry as the leading industry over three decades of industrial development. Within the machinery industry, the Information & Communications Technology (ICT) industry is representative of Taiwan's high-tech industry. However, the high-tech industry is characterised by rapid change, which results in the continuous development of innovative technologies. These changes enable companies to sustain technological development, grasp market trends, enhance core competencies, develop talent, gain vertical integration capability, and improve their chances of survival and growth in the high-technology industry. Therefore, the key to sustainable development of the high-tech industry lies in mastering the core competencies of the enterprise itself, considering the value of the overall supply chain, and adopting a suitable competition and cooperation strategy for the business. Since 2007, there has been significant growth in the touch panel industry with the official launch of the Apple iPhone. This study on the“winch vacuum sputtering industry”focuses on the Taiwan based touch panel supply chain, which is a world leader and accounts for 50% of national output value,to assess the key materials in manufacturing technology. However, establishing another successful industry in Taiwan requires additional data to analyse the cost structure of the supply chain of such products and requires assessing Japanese manufacturers in addition to the most profitable Taiwanese companies. Hence, insights from the business strategies of innovating/competing industries is likely to improve the value of Taiwanese touch panel manufacturers.