近年全球供應鏈環境高度不確定，傳統效率導向管理模式已不足以應對，企業建立供應鏈韌性（Supply Chain Resilience, SCRES）益發重要。過去文獻對於供應鏈韌性之探討多著重於量化分析，較常聚焦於透過最佳化模型、模擬分析與統計等方法，探討供應鏈結構設計對企業績效之影響，缺乏對企業實際應對重大中斷事件及其組織學習過程的質性探討。本研究旨在透過質性個案分析，深入探討企業面對供應鏈中斷風險時的實際應對策略與運作機制，並分析其如何透過策略調整與組織學習逐步建立韌性。
本研究以電子零組件企業群光電能為研究對象，透過半結構式訪談與二手資料蒐集，分析其在2020至2022年全球半導體缺料事件中的應對經驗。研究發現，該事件為一外部、廣泛且長期的典型中斷風險。群光電能採取「以人為核心」的管理邏輯，透過每日即時決策會議、扁平化組織、超前部署安全庫存、多元供應商管理（包含派員進駐、協同議價等），以及務實運用ERP系統進行數據輔助管理等策略。這些策略展現了其高度的風險感知能力（Sensing）、快速調整能力（Seizing）與長期重建能力（Reconfiguring），例如透過市場動態、供應商網絡與客戶聲音進行早期預警，並建立雙核心製造基地以分散風險。
此研究為企業在高度不確定環境中建立供應鏈韌性提供實務參考，並深化學界對動態能力在危機管理中應用的理解。

In recent years, the global supply chain environment has become increasingly uncertain, making traditional efficiency-oriented management approaches insufficient for addressing disruptions. As a result, the development of Supply Chain Resilience (SCRES) has become increasingly important for firms. Existing studies on supply chain resilience have largely focused on quantitative analyses, frequently employing optimization models, simulation methods, and statistical approaches to examine the relationship between supply chain structure and firm performance. Comparatively less attention has been given to qualitative investigations of how firms actually respond to major disruption events and how organizational learning contributes to the development of resilience over time. Therefore, this study adopts a qualitative case study approach to explore firms’ actual response strategies and operational mechanisms when facing supply chain disruption risks, as well as how resilience is gradually established through strategic adjustment and organizational learning.
This study takes Chicony Power Technology, an electronic components company, as the research subject. Through semi-structured interviews and secondary data collection, the study analyzes the company’s response to the global semiconductor shortage between 2020 and 2022. The findings indicate that the semiconductor shortage represented a typical disruption risk characterized by externality, broad impact, and long-term influence. In response, Chicony Power adopted a “people-centered” management logic, utilizing strategies such as daily real-time decision-making meetings, a flat organizational structure, proactive safety stock deployment, diversified supplier management practices (including on-site personnel assignment and collaborative price negotiations), and the pragmatic use of ERP systems for data-assisted management.
These strategies demonstrated the company’s strong dynamic capabilities in terms of Sensing, Seizing, and Reconfiguring. For example, the company conducted early risk identification through monitoring market dynamics, supplier networks, and customer feedback, while also establishing dual-core manufacturing bases to diversify operational risks.

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