本研究探討「供應鏈韌性」之關鍵驅動因素，傳統文獻多以「5R」模型(Robustness耐受能力、Redundancy備載能力、Resourcefulness彈性調適能力、Response即時回應能力、Recovery恢復能力)來解釋供應鏈韌性，然企業經營管理層更想知道如何做？供應鏈韌性做好的定義與關鍵指標KPI (Key Performance Indicators)是什麼？尤其在先進半導體供應鏈體系因國際地緣政治影響，已由「全球化」(Globalization)快速轉換到「本地化」(Localization)，供應鏈「韌性」對企業「業務持續管理」(Business Continuity Management，BCM)的執行將更加嚴峻。
研究內容以台灣半導體產業龍頭 「台灣積體電路股份有限公司，簡稱台積電TSMC」為個案，提出「供應鏈三度模型」(「密度Density」、「速度Speed」與「強度Strength」)，研究台積電在產品開發階段，如何強化「三度」作為驅動量產供應鏈「韌性」的核心機制，結合上游供應鏈廠商發展出「台積大聯盟」(TSMC Grand Alliance)的最佳策略。
研究發現，高「密度」的供應鏈可降低中斷風險、供應鏈的「速度」可縮短衝擊時間、而供應鏈的「強度」則可建立長期競爭優勢。三者共同形成企業在面對外部衝擊時的動態「韌性」。本研究結果可以分享給台灣其他科技產業，在企業供應鏈策略規劃中提供參考依據之一。

This study explores the key drivers of SCR (Supply Chain Resilience). Traditional literature often uses the “5R” model (Robustness, Redundancy, Resourcefulness, Response, and Recovery) to explain supply chain resilience. However, corporate management is more interested in how to achieve this. What are the definitions and key performance indicators (KPIs) for good supply chain resilience? Especially in the advanced semiconductor supply chain, which has rapidly shifted from “Globalization” to “Localization” due to international geopolitical influences, supply chain resilience will place even greater emphasis on the implementation of “Business Continuity Management” (BCM).
This study uses Taiwan Semiconductor Manufacturing Company (TSMC), a leading semiconductor manufacturer in Taiwan, as a case study, proposing a “Three-Key Factors Supply Chain Model” (Density, Speed and Strength). It examines how TSMC strengthens these three key factors as the core mechanism driving the resilience of its mass production supply chain, and explores the optimal strategy of developing the “TSMC Grand Alliance” in conjunction with upstream supply chain partners.
The study finds that a high-density supply chain reduces disruption risk, high-speed supply chain shortens the duration of shocks, and high-strength supply chain builds a long-term competitive advantage. These three factors together form the dynamic resilience of a company in the face of external shocks. The results of this study can be shared with other technology companies in Taiwan, providing a reference for their supply chain strategy planning.

中文文獻
北風窗(2026年4月30日)。未來十年(2026-2036)高潛力產業方向。鉅亨網。https://hao.cnyes.com/post/244682

英文文獻
Bruneau, M., Chang, S. E., Eguchi, R. T., Lee, G. C., O’Rourke, T. D., Reinhorn, A. M., Shinozuka M.; Tierney K., M.EERI; Wallace W. A. & Von Winterfeldt, D. (2003). A framework to quantitatively assess and enhance the seismic resilience of communities. Earthquake spectra, 19(4), 733-752.
Christopher, M. & Peck, H. (2004). Building the Resilient Supply Chain. The International Journal of Logistics Management, 15(2), 1-14.
Christopher, M. (2016). Logistics & Supply Chain Management. Pearson Higher Ed.
Gereffi, G. (2014). Global value chains in a post-Washington Consensus world. Routledge.
Lee, H. L., Padmanabhan, V., & Whang, S. (1997). Information distortion in a supply chain: The bullwhip effect. Management Science, 43(4), 546-558.
Porter, M. (1998). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
Porter, M. E. & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard business review, 92(11), 64-88.
Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic management journal, 28(13), 1319-1350.
TSMC. (2024). TSMC 2024 Sustainability Report. https://esg.tsmc.com/en-US/file/public/2024-TSMC-Sustainability-Report-e.pdf
TSMC. (2024). TSMC Annual Report 2024. https://investor.tsmc.com/sites/ir/annual-report/2024/2024-Annual%20Report-E.pdf
TSMC. (2025). TSMC Annual Report 2025. https://investor.tsmc.com/sites/ir/annual-report/2025/2025%20Annual%20Report_E.pdf