隨著貿易保護主義由單一關稅手段演變為常態化的結構性壁壘，高度全球分工的消費性電子產業面臨嚴峻挑戰，本研究旨在探討國際消費性電子品牌商在貿易保護政策下的外部壓力，及其供應鏈調整策略與內部回應機制。
本研究採質性個案研究法，以具代表性國際消費性電子品牌企業（A公司）為對象，透過深度訪談與次級資料分析，首先運用 PESTEL 模型剖析外部環境，識別出政策不確定性、總體落地成本上升、新興產地技術落差及綠色貿易壁壘等關鍵挑戰，繼而結合供應鏈風險管理（SCRM）理論，檢視個案公司如何透過風險識別、評估決策及資源整合能力制定應對策略。
研究發現，個案公司供應鏈策略已發生典範轉移，由追求規模經濟的「成本導向」轉為強調風險分散的「韌性導向」，企業採取「雙軌策略」進行動態配置：針對既有量產產品維持效率模式，而針對新案開發則優先採行分散製造策略，以規避單一產地的地緣政治風險。
結論指出，遷移成功取決於底層資源的整合，特別是「供應鏈數位化」與「人力資本」，數位工具提升了決策的可視性，而跨國人才培訓與軟實力的複製則彌補了新興產地的技術落差，企業應將地緣政治風險管理常態化，並透過數據驅動決策，以在不確定的貿易環境中維持競爭優勢。

As trade protectionism evolves from single tariff measures into normalized structural barriers, the consumer electronics industry, characterized by a highly globalized division of labor, faces severe challenges. This study aims to explore the external pressures exerted on international consumer electronics brands under trade protectionist policies, as well as their supply chain adjustment strategies and internal response mechanisms.
Adopting a qualitative case study approach, this research focuses on a representative international consumer electronics brand (Company A). Through in-depth interviews and secondary data analysis, the PESTEL model is first employed to analyze the external environment, identifying key challenges such as policy uncertainty, rising overall landed costs, technical gaps in emerging production sites, and green trade barriers. Subsequently, combining Supply Chain Risk Management (SCRM) theory, the study examines how the case company formulates response strategies through risk identification, decision-making assessment, and resource integration capabilities.
The findings reveal a paradigm shift in the case company's supply chain strategy, transitioning from a "cost-orientation" pursuing economies of scale to a "resilience-orientation" emphasizing risk diversification. The enterprise has adopted a "Dual-track Strategy" for dynamic configuration: maintaining an efficiency model for existing mass-produced products while prioritizing decentralized manufacturing for new product developments to mitigate the geopolitical risks of single production sites.
The conclusion indicates that successful migration depends on the integration of underlying resources, particularly "Supply Chain Digitization" and "Human Capital." Digital tools enhance decision-making visibility, while cross-border talent training and the replication of soft power bridge technical gaps in emerging production sites. Enterprises should normalize geopolitical risk management and utilize data-driven decision-making to maintain a competitive advantage in an uncertain trade environment.

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