台灣LED產業的動態競爭策略與企業風險管理

Abstract

本論文旨在探討台灣LED產業在近年全球政經與產業環境變動下的動態競爭策略與企業風險管理。台灣LED產業鏈完整，然而在中國紅色供應鏈的價格競爭、中美貿易關稅戰、新冠疫情、匯率波動及地緣政治等諸多不利因素的衝擊下，產業面臨嚴峻挑戰，部分廠商甚至被迫縮減規模或退出市場。作為仍存活下來的台灣LED的標竿企業，在此競爭激烈的環境中，仍需透過不斷地調整經營策略、優化產品組合，以及提升內部管理效率，方得展現出卓越的應變能力與績效。 本研究將以台灣LED A公司為例，首先從動態競爭策略的視角，運用「鑽石模型」與「兩大思考心法、三大驅動要素（AMC）、八大運轉構面」等動態競爭的理論框架，剖析A公司如何在車用LED指標性成長且競爭的中高階藍海市場，與(德國)歐司朗、(日本)日亞化等國際大廠展開動態競爭，並在市場中取得突破性進展。本論文進一步從公司治理層面切入，探討企業風險管理（ERM）在動盪環境中的重要性。A公司透過穩定營收、降低成本與提高毛利、降低營運費用變異、財務風險管理、產業景氣循環應對策略等措施，超前部屬地建立系統性、結構化的風險管理機制，以確保營運的合規性與持續性。 本論文旨在闡明，面對變動劇烈的產業環境，企業需具備前瞻性的策略思維，並將企業風險管理與公司治理緊密結合，以提升營運韌性與競爭優勢。研究結果將為台灣LED產業的企業提供具體的策略參考，使其能在挑戰中尋求新的成長動能，進而提升經營績效與企業價值。甚至能為其他同樣遭遇成長窘境的產業引以為鑑。

This thesis explores the dynamic competitive strategies and enterprise risk management (ERM) practices of Taiwanese LED industry amidst recent global political, economic, and industrial changes. The Taiwanese LED supply chain is comprehensive; however, the industry faces severe challenges from factors such as price competition from China's "red supply chain," the U.S.-China trade war, the COVID-19 pandemic, currency fluctuations, and geopolitical risks. As a result, some manufacturers have been forced to downsize or exit the market. Benchmark companies that have survived this fierce competition must continually adjust their business strategies, optimize their product portfolios, and enhance internal management efficiency to demonstrate exceptional adaptability and performance. This study uses a representative Taiwanese LED company, referred to as "Company A," as a case study. First, from the perspective of dynamic competitive strategy, we apply theoretical frameworks such as the Diamond Model and the "Two Core Mindsets, Three Driving Elements (AMC), and Eight Operational Dimensions" to analyze how Company A engages in dynamic competition with international giants like Osram (Germany) and Nichia (Japan) in the strategically growing automotive LED market, and achieves breakthrough progress. Second, this thesis further examines the critical role of ERM from a corporate governance perspective in a volatile environment. Company A proactively establishes a systematic and structured risk management framework by implementing measures such as stabilizing revenue, reducing costs, increasing gross margins, minimizing operational expense variance, managing financial risks, and developing strategies to cope with industry cycles. These efforts ensure operational compliance and sustainability. This thesis aims to demonstrate that in a rapidly changing industry, companies must adopt a forward-looking strategic mindset and closely integrate enterprise risk management with corporate governance to enhance operational resilience and competitive advantage. The findings will provide tangible strategic references for companies in the Taiwanese LED industry, enabling them to find new growth drivers amidst challenges, thereby improving business performance and enterprise value. The thesis is also intended to serve as a reference for other industries which encounter similar challenges.