In the era of low-margin products, Taiwan¡¦s electronics manufacturing service (EMS) providers, who produce communication, computers, and consumer electronics products, have become the most important partners to the most prominent international brand retailers. This is due to their premium cost advantages and superior efficiency in supply chain management through their global expansion and resourcing strategies. EMS providers¡¦ strong connections with component suppliers are another key factor contributing to their success. Following the EMS manufacturers¡¦ global expansion and resourcing strategies, the component suppliers have to set up factories in China, South East Asia, East Europe and Latin America. As these component suppliers are usually small- and medium-sized enterprises or are start-up businesses, their resources are not as abundant as the EMS manufacturers. As a result, it is more difficult and requires extra care when attempting to become globalized. As well, they normally have to learn as they proceed and this pertains to human capital, financial resources and the competency to operate globally This research is concern with human resources management. In other words, ¡§based on EMS manufacturers¡¦ global disposition strategy, how do the component suppliers develop their human resources to set up the factories globally.¡¨ This research defines human resources management as employment and development. This study utilizes the human resources development practices of the EMS manufacturers as the benchmark for component suppliers. As a result, two EMS manufacturers and one component supplier are chosen as objects of study. This shall help to generalize the principle practices used in human resources development of the EMS manufacturers and hopefully implications for component suppliers can be derived. The research is based on a case study. Three conclusions are generated from data collection and analyses: 1.With a prominent trend towards globalization, the human resources department of the EMS manufacturers has transformed its role from a conventional unit in charge of daily routine activities such as recruitment, training and promotion to a value-added one. 2.According to the human resources management philosophies adopted by different EMS manufacturers, the human resources acquisition strategy can be categorized into two types. The first type is a group with a higher commitment in human resources while the other does not have as much. The former group which has a higher commitment concentrates on internal training. This group prefers to train staffs by themselves and uses both physical and virtual training platforms. The latter group which has a lower commitment acquires staffs from the labor market directly and target in using the physical training platform. 3.In addition to evaluating the employees¡¦ capability, personality curves can also be developed during the recruiting process. Human resource development solely by physical platform is insufficient and it is essential to incorporate the electronic platform to enhance its effectiveness.