本研究聚焦台灣筆電 ODM 廠當前面臨之品牌端持續降價壓力與中國紅色供應鏈低價競爭雙重結構性挑戰，以ODM-A 電腦與 Brand-D 之長期合作個案為分析核心，探討台系 ODM 廠之因應策略與轉型路徑。後疫情時代全球 PC 市場進入成熟收斂期，產品高度消費品化，Brand-D 長期秉持之「極限耐用性」設計思維與「指定供應商」採購機制，造成成本僵化與終端價格競爭劣勢，並將獲利壓力轉嫁至代工環節。與此同時，大陸紅色供應鏈業者以政策補貼、免 NRE 費用、低價搶單等非市場競爭手段快速擴張市占，衝擊台廠長期建立之產業壁壘。
本研究採用個案研究法，整合波特五力分析、價值鏈理論與價值工程理論，先解析筆電 ODM 產業整體競爭結構，再解構ODM-A 電腦之內部資源能量與 Brand-D 商用筆電 BOM 成本結構，並透過 ODM-A 的T 專案/J 專案、Dynabook、Apple Neo 等案例比較，歸納出台廠 ODM 兼顧品質、成本與市場感知之平衡準則。研究結果顯示，ODM-A 電腦須將競爭核心由後端製造組裝，向上游機構設計（ME）與策略採購環節移轉，透過 China+1 供應鏈重組、模組化研發、剔除過度設計、鬆綁指定供應商限制等策略，強化不可替代性並穩健獲利。
本研究之貢獻在於彌補學術界針對「品牌降價＋紅色供應鏈」雙重壓力下筆電ODM 策略之研究缺口，同時提供ODM-A 等台廠實務決策參考，並協助美系品牌檢討成本結構與供應鏈韌性。

This study focuses on the dual structural challenges of continuous price cuts from brand customers and low-price competition from the Chinese red supply chain faced by Taiwanese laptop ODM manufacturers. Taking the long-term collaboration between ODM-A Electronics and Brand-D as the core case, it explores the response strategies and transformation paths of Taiwan-based ODMs. In the post-pandemic era, the global PC market has entered a mature and convergent stage with high product commoditization. Brand-D’s long-held design philosophy of "extreme durability" and its "directed buy" procurement system have resulted in cost rigidity and competitive disadvantages in terminal pricing, shifting profit pressure to the manufacturing stage. Meanwhile, mainland Chinese red supply chain manufacturers have rapidly expanded market share through non-market competitive means such as policy subsidies, free NRE fees, and low-price order grabbing, eroding the long-established industrial barriers of Taiwanese manufacturers.
Adopting the case study method, this research integrates Porter’s Five Forces Analysis, Value Chain Theory, and Value Engineering Theory. It first analyzes the overall competitive structure of the laptop ODM industry, then deconstructs ODM-A’s internal resource capabilities and the BOM cost structure of Brand-D’s commercial laptops. Through multi-case comparison including ODM-A’s T project / Competitor’s J project, Dynabook, and Apple Neo, it summarizes the balance criteria for Taiwanese ODMs to balance quality, cost, and market perception. The findings indicate that ODM-A must shift its competitive focus from back-end manufacturing and assembly to upstream Mechanical Engineering (ME) and strategic procurement, and enhance irreplaceability and stable profitability through strategies such as China+1 supply chain restructuring, modular R&D, eliminating over-engineering, and loosening directed buy restrictions.
The contribution of this study is to fill the research gap on ODM strategies under the dual pressures of "brand price cuts + red supply chain" in academia, provide practical decision making references for Taiwanese manufacturers such as ODM-A, and assist American brands in reviewing cost structure and supply chain resilience.

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