全球扣件產業近年受到中美貿易戰、COVID-19 疫情、烏俄戰爭及碳邊境調整機制（CBAM）等因素影響，供應鏈與市場需求產生劇烈變動。同時，大型企業透過垂直整合與規模經濟降低成本，使中小型扣件工廠在價格競爭、資源配置與制度因應上面臨更大壓力。傳統以標準化製造為核心的營運模式，已逐漸難以支撐長期獲利與永續經營，因此，中小企業如何透過服務化轉型建立差異化價值，成為重要課題。
本研究以台灣扣件產業中小型企業 T 公司為個案，探討其如何透過服務化（Servitization）與動態能力（Dynamic Capabilities）進行經營模式轉型。研究以 Teece（2007）提出之感知（Sensing）、掌握（Seizing）、轉型（Transforming）三階段模型為分析主軸，結合競爭策略、服務主導邏輯（S-D Logic）及產品服務系統（PSS）等理論，分析個案公司如何在資源有限的條件下建立競爭優勢。本研究採用個案研究法，透過深度訪談、文件分析與企業資料蒐集進行質性研究。
研究結果顯示，T 公司並未選擇與大型企業進行全面性的成本競爭，而是採取集中化與差異化策略，聚焦於木結構建築及特殊應用扣件市場，並透過一站式採購、供應鏈整合、客製化包裝、技術諮詢及庫存管理等服務，提高客戶黏著度與附加價值。研究亦發現，個案公司之服務化轉型並非完全脫離製造，而是由產品導向服務逐步邁向結果導向服務，將產品視為提供解決方案之工具。最後，本研究歸納出中小型製造業服務化轉型之關鍵成功因素，包括聚焦利基市場、強化供應鏈整合能力、建立服務文化，以及提升組織彈性與數位化程度，研究結果可作為台灣中小型製造業轉型之參考。

In recent years, the global fastener industry has been significantly affected by the U.S.-China trade war, the COVID-19 pandemic, the Russia-Ukraine war, and the Carbon Border Adjustment Mechanism (CBAM), leading to major disruptions in supply chains and market demand. At the same time, the industry has shown a trend of increasing concentration, where large manufacturers strengthen their advantages through vertical integration and economies of scale. As a result, small and medium-sized enterprises (SMEs) face growing pressure in pricing competition, resource allocation, and regulatory adaptation. Under such circumstances, the traditional manufacturing-oriented business model centered on standardized production is becoming insufficient for sustaining long-term profitability and competitiveness. Therefore, how SMEs establish differentiated value through servitization transformation has become an important issue.

This study examines how Company T, an SME in Taiwan’s fastener industry, transforms its business model through servitization and dynamic capabilities. The study adopts Teece’s (2007) Dynamic Capabilities framework—Sensing, Seizing, and Transforming—as the main analytical perspective, while integrating theories of competitive strategy, Service-Dominant Logic (S-D Logic), and Product-Service Systems (PSS) to analyze how the company establishes competitive advantages under resource constraints.

This research employs a qualitative case study approach through in-depth interviews, document analysis, and internal company data collection. The findings reveal that Company T does not directly compete with large manufacturers through cost leadership. Instead, it adopts a focus and differentiation strategy by concentrating on niche markets such as timber construction fasteners and specialized fastening applications. The company further enhances customer value through one-stop procurement services, supply chain integration, customized packaging, technical consulting, and inventory management services.

The study also finds that the company’s servitization transformation does not completely depart from manufacturing. Rather, it gradually shifts from product-oriented services toward result-oriented services, where products become tools for delivering integrated solutions. Finally, this study identifies several key success factors for SME servitization transformation, including focusing on niche markets, strengthening supply chain integration capabilities, building a service-oriented culture, and enhancing organizational flexibility and digitalization. The findings provide practical implications for SMEs in Taiwan’s manufacturing sector seeking sustainable transformation.

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