以永續為目標的供應商協作：以E公司為個案研究

Abstract

在全球ESG永續發展趨勢下，供應鏈協作模式正從效率導向邁向以環境、社會與治理為核心的價值共創。對於新創企業而言，如何在發展初期即嵌入永續思維，並透過有效的供應鏈協作策略進入高門檻市場，成為企業能否脫穎而出的關鍵。 本研究以一家高潔淨精密清洗技術的新創企業E公司為研究個案，探討其如何結合自身核心能力，與不同類型客戶、供應商及其他協作夥伴建立雙軌供應鏈協作模式，協助客戶提升競爭力與達成永續轉型目標。研究採用個案研究法，並以Simatupang與Sridharan（2005）提出的「供應鏈協作的整合性架構」與Chen等人（2017）之「以永續為目標的供應鏈協作架構」為分析基礎，涵蓋內部整合、供應商、客戶、競爭者與跨組織協作五大面向。 研究聚焦E公司在傳統扣件業與高端半導體設備零件業兩種客戶群中的協作實踐，發現其在面對不同產業的永續目標下，採用差異化的協作策略與價值主張：一方面在成熟產業中，以效率與品質滿足客戶基本需求，穩定現金流；另一方面則針對高標準產業，深化供應鏈共創與永續參與，成為客戶的策略夥伴。 最後，研究提出四項新創企業於供應鏈協作發展的建議：建立兼顧短期營運與中長期永續的策略藍圖、深化客戶關係與雙向夥伴關係、整合供應商並強化跨部門溝通能力，以及建立策略信任與共享永續價值的協作文化，期能為新創企業與實務界提供具體參考依據。

Amid the global trend toward ESG-oriented sustainable development, supply chain collaboration models are shifting from efficiency-driven practices to value co-creation centered on environmental, social, and governance goals. For startups, embedding sustainability thinking from the early stages and adopting effective supply chain collaboration strategies are key to entering high-barrier markets and building long-term competitiveness. This study adopts a case study approach to examine how E Company, a startup specializing in high-purity precision cleaning technology, leverages its core capabilities to build a dual-track supply chain collaboration model with customers, suppliers, and other stakeholders. The analysis is grounded in two theoretical frameworks: An integrative framework for supply chain collaboration proposed by Simatupang and Sridharan (2005), and the sustainability-oriented supply chain collaboration framework by Chen et al. (2017), covering internal integration, supplier collaboration, customer collaboration, competitor collaboration, and cross-organizational collaboration. The research compares E Company's practices in two sectors—traditional fastener manufacturing and high-end semiconductor equipment components—and finds that it adopts differentiated collaboration strategies to respond to varying sustainability goals. In mature industries, it emphasizes efficiency and quality to stabilize cash flow. In contrast, for high-standard industries, it deepens collaborative value creation and sustainability engagement, positioning itself as a strategic partner in clients’ ESG transformation. The study concludes with four strategic recommendations for startups: (1) establish a strategic roadmap that balances short-term operations with long-term sustainability, (2) strengthen customer relationships through two-way partnerships, (3) integrate suppliers and enhance cross-functional communication, and (4) foster a culture of strategic trust and shared sustainability values within the supply chain network. These insights aim to provide practical guidance for startups and practitioners seeking sustainable growth through supply chain collaboration.