供應鏈生態系統(Supply Chain Ecosystem)近年逐漸被國際期刊與文獻建構與討論，國內文獻則少有著墨。其概念為一群相互依存與合作的組織，擁有共同需調適之挑戰，這一群組織的結合有助於打造供應鏈競爭力。價值共創(Value Co-creation)理論提倡提升兩方(或多方)整體優勢同時，亦達到彼此個人利益，與供應鏈的協同合作觀點不謀而合。部分學者則視價值共創為企業社會責任新解，就企業營運角度詮釋為增強企業競爭能量之餘，亦可改善社會與環境問題。因此本研究結合價值共創理論基礎解析「供應鏈生態系統」之生成，並理解供應鏈生態系統如何協助實現永續供應目標，促進企業永續發展表現。

本研究採用質性研究之單一個案整體設計研究法深入探討台灣某半導體封測大廠永續供應鏈策略的執行，視其為一個供應鏈生態系統，透過訪談法解讀個案於推動永續供應鏈時，利用多項業界整合專案及學界合作，多利害關係人如何基於價值共創立場協作，給予各自資源，並獲取對方資源，在互動中產生連結。從與供應商協作的二元互動，到多利害關係人的價值共創活動，互惠與共存行為形成一供應鏈生態系統。

奠基於「永續供應鏈管理」、「價值共創」與「供應鏈生態系統」理論基礎，本研究發現本個案實踐永續供應鏈策略過程，需多利害關係人運用集體影響力協作，企業得以取得更多資源與活動之運用創造共同價值。此外，當提升供應鏈的永續性程度為核心策略時，傳統線性「供—產—銷」供應鏈結構將轉變為供應鏈生態系統，系統中動態的共同目標與戰略合作關係，實現永續創「利」。

Supply chain ecosystems have been discussed in the literature, although few domestic studies have comprehensively explored the topic. A supply chain ecosystem is defined as a group of organizations, which are mutually dependent and cooperative. The group of organizations share challenges which are fluid with circumstances; this combination increases the supply chain’s competitiveness. Value co-creation theory advocates improving the overall advantages for two or more parties while also achieving individual interests; this coincides with the views of supply chain collaboration. Some scholars consider value co-creation to be a new form of corporate social responsibility and a means of enhancing company strength and solving social and environmental issues. Therefore, this study adopts value co-creation theory to analyze how supply chain ecosystems are shaped, and better understand how supply chain ecosystems help companies achieve sustainable supply goals and sustainable development performance.

This research applies a qualitative single-case study design and interviews to explore the implementation of the sustainable supply chain strategy by Taiwan’s leading provider of IC packaging and testing services as well as determine how its many stakeholders, including suppliers, associations, academic institutions, government, and competitors in the supply chain ecosystem provide and acquire resources through boundary-spanning projects.

Based on sustainable supply chain management, value co-creation, and concept of supply chain ecosystems, this research reveals that companies require the collaboration of different stakeholders through social impact, which enables them to acquire more resources, create common value, and finally achieve a sustainable supply. In addition, the traditional supply chain structure “supply–produce–sell” is transformed into a supply chain ecosystem when sustainable supply is a core strategy. Finally, the common goal and strategic cooperative relationships in sustainable supply chain ecosystems create value.

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