本研究以工具袋製造企業為個案，探討成熟型功能性紡織與工業用品產業在全球供應鏈重組、製造成本上升、國際買主採購策略改變、終端消費者需求分化及跨境電商通路快速發展的環境下，如何由傳統 OEM 代工邏輯逐步走向產品開發、品牌經營與數位化營運並重的轉型路徑。工具袋雖屬功能性產品，其產品開發並非僅涉及製造技術，亦涵蓋材料耐磨與防水性能、承重結構設計、縫製工藝、人體工學、專業工作情境，以及市場與國際買主關係、供應鏈配置、庫存管理與售後服務等多重管理面向。因此，工具袋產業可作為探討傳統中小型製造企業升級轉型的代表性個案，具有研究意義。
研究方法採質性個案研究法，以策略管理觀點為分析架構。研究對象為長期服務歐美市場的工具袋製造企業。本文蒐集與整理次級資料，結合企業營運、產業發展、商業模式及策略管理理論，探討個案公司由 OEM 代工逐步發展至 OEM、ODM 與自有品牌 OBM 並行的轉型歷程。研究涵蓋工具袋產業演進、OEM／ODM／OBM、品牌經營、供應鏈韌性、產品創新、跨境電商、組織能力及階段性策略等議題，並運用 PEST、五力分析、動態能力、SWOT、商業模式九宮格、價值鏈及階段性策略矩陣，檢視外部環境、組織能力與競爭優勢，提出個案公司的轉型方向與未來成長策略。
研究結果顯示，工具袋產業的競爭基礎已由過去的價格、產能與交期導向，逐步轉向產品功能、材料品質、品牌信任、供應鏈穩定、數位通路效率與顧客資料掌握並重的綜合競爭。個案公司若能在既有 OEM 客戶基礎上進一步建立清楚的自有品牌識別，開發高附加價值產品，強化越南生產基地與多國供應鏈配置，並透過 Amazon、品牌官網、社群內容與 B2B 詢價機制建立直接面對市場的能力，將有機會由傳統製造商轉型為兼具產品設計、品牌管理與數位營運能力的專業工具收納品牌企業。
本研究建議個案公司未來採取OEM 穩定現金流、ODM 提升產品定義能力、OBM 創造長期品牌價值的三階段漸進策略，並以產品升級、品牌深化、供應鏈韌性與跨境電商能力作為轉型主軸。對管理實務而言，傳統製造企業轉型不應僅停留於生產基地移轉或成本改善，而應同步建立產品洞察、品牌敘事、資料分析與跨地協作能力，方能在全球市場不確定性提高的環境下維持長期競爭優勢。

This study examines the transformation of the tool bag industry from the perspective of strategic management. Although tool bags are usually regarded as mature functional textile and industrial products, their development and commercialization involve material selection, sewing craftsmanship, load-bearing structure, ergonomic design, work-scenario interpretation, international buyer relationships, supply chain configuration, branding, and cross-border e-commerce capabilities. The industry therefore provides a meaningful context for understanding how traditional manufacturing firms can move beyond cost-based competition toward higher value creation.
This study employs a qualitative case study methodology, using a strategic management perspective as its analytical framework. The research subjects are tool bag manufacturers that have long served the European and American markets. This paper collects and organizes secondary data, integrating theories of corporate operations, industry development, business models, and strategic management to examine the transformation process of the case companies as they gradually evolved from OEM manufacturing to a model where OEM, ODM, and own-brand (OBM) operations coexist. The study covers topics such as the evolution of the tool bag industry, OEM/ODM/OBM, brand management, supply chain resilience, product innovation, cross-border e-commerce, organizational capabilities, and phased strategies. It employs PEST analysis, the Five Forces model, dynamic capabilities, SWOT analysis, the Business Model Canvas, the value chain, and the phased strategy matrix to examine the external environment, organizational capabilities, and competitive advantages, thereby proposing transformation directions and future growth strategies for the case company.
Research findings indicate that the competitive landscape in the tool bag market has gradually shifted from traditional factors such as price, production capacity, and delivery times to a multifaceted set of capabilities, including product functionality, material quality, brand trust, supply chain stability, digital channels, and an understanding of customer needs. For the case company, its existing OEM manufacturing capabilities remain a crucial foundation. However, to enhance market competitiveness, it should further develop its own brand and high-value-added products in the future, while strengthening its production base in Vietnam and optimizing its multi-country supply chain configuration to improve flexibility in product development and supply. At the same time, it should establish direct channels to reach the market and customers through Amazon, its brand website, social media content, and B2B quotation mechanisms. By integrating manufacturing capabilities, product development, brand management, and digital channels, the case company can gradually reduce its reliance on the OEM model and expand its scope of development from manufacturing-oriented products to brand management.
This study recommends that the case company adopt a three-phase, incremental strategy moving forward: using OEM to stabilize cash flow, ODM to enhance product definition capabilities, and OBM to create long-term brand value. The four key pillars of this transformation are product upgrades, brand deepening, supply chain resilience, and cross-border e-commerce capabilities. From a management perspective, the transformation of traditional manufacturing enterprises should not be limited to relocating production facilities or improving costs; rather, they must simultaneously build capabilities in product insight, brand storytelling, data analysis, and cross-regional collaboration to maintain a long-term competitive advantage amid increasing uncertainty in the global market.

一、中文文獻
QYResearch (2025). 工具包市場供需、規模：2025年度總結分析和十五五未來展望. 格隆匯. https://dxpress.gelonghui.com/p/3377214.
吳豐祥、林子正（2008）。我國 OEM/ODM 轉自有品牌廠商建構行銷通路之個案研究——動態能力與組織學習的觀點。行銷評論，5（3），347–369。
施振榮（1992）。再造宏碁：台灣高科技名牌的成長與挑戰。天下文化。
侯嘉政、陳宜伸、張宏榮（2010）。企業動態能力、組織變革策略與組織變革績效之探索性研究。經營管理論叢，6（1），23–47。
胡存雅（2022）。組織導入設計思考走向以服務為主導邏輯的創新歷程：組織慣性與自主調適的平衡。國立政治大學碩士論文。
許峻榮（2021）。探討代工及品牌的關鍵成功因素——尋找 L 公司的轉型之路。國立成功大學碩士論文。
陳怡臻（2010）。探討企業從 OEM 轉型到 OBM 在產品開發設計管理之差異。臺灣科技大學碩士論文。
陳厚銘、柯雅菁、張幼齡（2010）。什麼是台灣廠商從代工到自有品牌經營之最有效組織結構？行銷科學學報，6（2），81–105。
陳俋廷（2023）。「動口不動手」——製造服務化之個案研究。國立臺灣師範大學碩士論文。
黃肇義（2014）。兩岸轉型升級創未來。載於財團法人中衛發展中心，兩岸轉型升級創未來（中衛報告第 27 期，頁 1-2–1-3）。
萬幼筠、徐潔茹（2017）。跨境電商新戰局：生態系發展的挑戰及風險。會計研究月刊，（376），86–91。
虞邦祥（2012）。策略聯盟所引發的組織改變：組織慣性之化解。國立政治大學碩士論文。
茆繕庭、林芳穗（2022）。代工廠轉型品牌識別策略之研究。2021 ICWVCD 視覺傳達設計國際研討會暨基礎造形論壇文集，329–337。http://dx.doi.org/10.30265/ICWVCD.202201.0032
劉恕偉（2023）。代工業者發展與推動自有品牌之研究。產業管理評論，14（1），56–66。
羅軒澔、莊秀文、姚成彥、林成佑（2025）。四十年來企業韌性發展軌跡探討。品質月刊，61（6），30–38。
關欣（2024）。例規動態：組織轉型中的慣性與彈性樣貌。國立政治大學博士論文。

二、英文文獻
6sense (2025). The 2025 buyer experience report: Inside the minds of today's B2B buyers. 6sense Research.
6Wresearch (2025). Global tool bags market (2025–2031): Trends, outlook & forecast. https://www.6wresearch.com/industry-report/global-tool-bags-market
Aaker, D. A. (1996). Building strong brands. Free Press.
Aguilar, F. J. (1967). Scanning the business environment. Macmillan.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business School Press.
Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business School Press.
Christopher, M. (2016). Logistics & supply chain management (5th ed.). Pearson.
Christopher, M., & Peck, H. (2004). Building the resilient supply chain. The International Journal of Logistics Management, 15(2), 1–14. https://doi.org/10.1108/09574090410700275
Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2019). The business of platforms: Strategy in the age of digital competition, innovation, and power. HarperBusiness.
Dash, A., Chakraborty, A., Ghosh, S., Mukherjee, A., Frankenreiter, J., Bechtold, S., & Gummadi, K. P. (2024). Antitrust, Amazon, and algorithmic auditing. arXiv.
Gartner (2025). Gartner marketing and sales trends: Navigating the rep-free B2B buying era. Gartner Research.
Gereffi, G. (1999). International trade and industrial upgrading in the apparel commodity chain. Journal of International Economics, 48(1), 37–70.
Hamel, G., & Prahalad, C. K. (1994). Competing for the future. Harvard Business School Press.
Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149–164. https://doi.org/10.2307/2095567
Hill, T., & Westbrook, R. (1997). SWOT analysis: It‘s time for a product recall. Long Range Planning, 30(1), 46-52.
Hobday, M. (1995). Innovation in East Asia: The challenge to Japan. Edward Elgar.
Infor. (2024). Red Sea crisis supply chain impacts. Infor Blog. https://www.infor.com/blog/the-red-sea-crisis-and-its-impact-on-global-supply-chains
Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring strategy (11th ed.). Pearson.
Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson.
Kotter, J. P. (1996). Leading change. Harvard Business School Press.
Laudon, K. C., & Traver, C. G. (2021). E-commerce 2020–2021: Business, technology, society (16th ed.). Pearson.
Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80(6), 69–96.
Merriam, S. B. (2009). Qualitative research: A guide to design and implementation. Jossey-Bass.
Ministry of Planning and Investment (2024). FDI attraction situation in Vietnam in 2024. General Statistics Office of Vietnam. https://www.mpi.gov.vn
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.
Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
QYResearch (2024). Zippered tool bags - Global market share and ranking, overall sales and demand forecast 2024-2030 [Industry research report]. https://www.qyresearch.com/reports/2330316/zippered-tool-bags
Rockart, J. F. (1979). Chief executives define their own data needs. Harvard Business Review, 57(2), 81–93.
Schumpeter, J. A. (1934). The theory of economic development: An inquiry into profits, capital, credit, interest, and the business cycle. Harvard University Press.
Stake, R. E. (1995). The art of case study research. SAGE Publications.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
United States Trade Representative (2024). Four-year review of actions taken in the section 301 investigation: China's acts, policies, and practices related to technology transfer, intellectual property, and innovation. Office of the United States Trade Representative.
Vandermerwe, S., & Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6(4), 314–324. https://doi.org/10.1016/0263-2373(88)90033-3
Woods, D. D. (2015). Four concepts for resilience and the implications for the future of resilience engineering. Reliability Engineering & System Safety, 141, 5–9. https://doi.org/10.1016/j.ress.2015.03.018
World Bank (2024). Commodity markets outlook: Geopolitical tensions and commodity price volatility. World Bank Group.
World Bank (2025). The deepening Red Sea shipping crisis: Impacts and outlook (Middle East and North Africa Economic Brief No. 2). World Bank Group.
Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). SAGE Publications.