在地緣政治衝突、疫情衝擊與科技創新的多重影響下，全球供應鏈正經歷深層重構，企業競爭力的核心由「效率導向」轉向「韌性導向」。台灣物流業作為連接製造與國際貿易的重要樞紐，面臨運能失衡、成本上升與人力老化等挑戰，亟需藉由數位轉型與科技導入，重塑營運模式與價值鏈。
本研究以台灣中大型貨櫃運輸業者 H 公司為個案，採用質性研究法，整合企業內部三項核心專案資料（效率提升、自動化轉運與數位流程革新），探討企業如何在全球供應鏈重塑的浪潮下，透過流程創新、科技應用與組織調整，建構持續競爭優勢。研究發現，H 公司已由「成本效率導向」成功轉型為「智慧韌性導向」。透過導入駕駛行為監控系統（DMS）、雲端派遣平台及 IoT 技術，建立即時監控與預警管理機制，班表準確率提升至 98%，事故率下降 21%，空趟率降低 8%。同時，公司展現出動態能力（Dynamic Capabilities），能持續感知市場變化、整合運能資源並重構流程，強化科技驅動的敏捷決策力與營運彈性。
此外，H 公司將科技導入延伸至安全管理與永續策略層面，建立「安全、信任與低碳」的差異化競爭優勢。藉由導入酒測警示、DMS 行為監控與綠色車隊試行計畫，企業在安全合規與碳減排上均達顯著成效，並與高科技製造業客戶建立長期合作關係。
綜合而言，本研究驗證台灣物流業競爭力的核心已從「成本控制」轉向「流程效率 × 科技創新 × 組織韌性」三維架構。H 公司的成功轉型不僅補足國內物流產業於競爭力理論之實證缺口，亦為業界與政策制定者在推動智慧物流與永續供應鏈方面，提供具體的實務與策略參考。

Under the combined influences of geopolitical conflicts, pandemic disruptions, and technological innovation, global supply chains are undergoing profound restructuring. The core of enterprise competitiveness has shifted from an efficiency-oriented to a resilience-oriented paradigm. As a crucial hub connecting manufacturing and international trade, Taiwan’s logistics industry faces significant challenges such as capacity imbalance, rising operational costs, and an aging workforce. To sustain competitiveness, the industry must leverage digital transformation and advanced technologies to reshape operational models and value chains.
This study uses Company H, a medium-to-large container transport firm in Taiwan, as a case study. Adopting a qualitative research approach, it integrates empirical data from three internal strategic projects—efficiency enhancement, automated transshipment, and digital process innovation—to explore how enterprises build sustainable competitive advantages amid global supply chain restructuring. Findings reveal that Company H has successfully transformed from a cost-efficiency orientation to an intelligent resilience orientation. Through the adoption of a Driver Monitoring System (DMS), cloud-based dispatching platforms, and IoT technologies, the firm established real-time monitoring and alert systems, improving scheduling accuracy to 98%, reducing accident rates by 21%, and decreasing empty trip ratios by 8%. Moreover, the company demonstrates strong dynamic capabilities, enabling it to continuously sense market changes, integrate capacity resources, and reconfigure business processes to enhance agility and operational flexibility driven by technology.
Furthermore, Company H extends technology adoption into safety management and sustainability strategies, establishing a differentiated competitive advantage grounded in safety, trust, and low-carbon operations. Initiatives such as alcohol detection alerts, DMS-based behavioral monitoring, and a green fleet pilot program have yielded measurable performance in compliance and carbon reduction, fostering long-term partnerships with high-tech manufacturing clients.
Overall, this research confirms that the core competitiveness of Taiwan’s logistics industry has evolved from cost control to a multidimensional framework integrating process efficiency, technological innovation, and organizational resilience. The successful transformation of Company H not only addresses the empirical gap in competitiveness theory within Taiwan’s logistics sector but also offers practical and strategic insights for industry stakeholders and policymakers in advancing intelligent logistics and sustainable supply chains.

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