面對偏鄉學校午餐章Q食材供應困境，僅依賴市場機制或政府政策難以解決。本研究以新竹縣學校午餐食材供應平臺建構為案例，探討社會企業創辦人如何參與案例建構，與各利害關係人協作，從價值共創歷程中實踐社會創業。研究採用質性個案研究法，透過文件分析、參與觀察與深度訪談，從價值共創集體性、能動性與協作三構念進行分析。

研究結果顯示，社會企業創辦人於平臺建構過程中，扮演促進者與中介者角色，協助地方整合需求端辦理聯合菜單、供應端物流集成與行政端溝通協調，促使第一部門（農政單位、地方縣市、學校）、第二部門（供應商）與第三部門（成大輔導團隊）形成跨部門協作，打造兼顧社會價值與經濟誘因的創新模式，協助新竹縣偏鄉學校推動章Q食材供應覆蓋率大幅提升。

本研究理論上補充並深化價值共創與集體社會創業理論於公共治理領域之應用，實務上提供偏鄉食材供應鏈整合與平臺治理之策略模式。然而，本研究仍受限於單一個案，建議未來擴展研究場域，並導入社會影響力評估與永續商業模式探討，以促進偏鄉地區食安治理之永續發展。

This study delves into how a social entrepreneur practices social entrepreneurship through the lens of value co-creation within the complex domain of public governance, using the case of the Hsinchu County school lunch ingredient supply platform. The research indicates that school lunch ingredient supply in remote areas faces multiple challenges, including geographical limitations, insufficient procurement scale, low supplier willingness, and difficulties in promoting the "Q-label" traceable ingredient policy. These issues are difficult to solve solely through market mechanisms or government policies, thus creating an "institutional gap".
A qualitative case study approach was employed, involving document analysis, participant observation, and in-depth interviews, to analyze the case through the three constructs of value co-creation: collectivity, agency, and collaboration. The research process was divided into three periods: problem identification (2019-2020), system construction (2021-2022), and business translation (2023-2024).
During the problem identification period (2019-2020), the social entrepreneur (then part of the National Cheng Kung University project team) identified specific problems in the school lunch supply chain in remote areas through field surveys and in-depth interviews. These problems included low procurement volumes by small rural schools, high ingredient transportation costs, unstable supply of Q-label ingredients, and suppliers' unwillingness to deliver meals. The "collectivity" in this phase was manifested as trust building among stakeholders (Hsinchu County Government, agricultural authorities, schools, and the NCKU team), gradually forming the common goal of "assisting remote schools in obtaining traceable ingredients". Simultaneously, "agency" was demonstrated by the proactive understanding of the specific difficulties in remote ingredient supply and actively learning from successful cases in other regions (such as Tainan's Nan-Hua joint procurement system and Chiayi's Alishan postal transport model), seeking inspiration for future solutions. However, "collaboration" remained relatively weak during this period, often involving only case-by-case handling, without forming comprehensive institutional solutions.
Moving into the system construction period (2021-2022), solutions began to materialize and be implemented. The County Government, agricultural authorities, and the ingredient supply platform collaborated to establish an "ingredient supply platform" as a shared infrastructure, aiming to centralize procurement and quality control to facilitate suppliers' access to Q-label ingredients. Concurrently, to address the issue of insufficient procurement volume, the Hsinchu County Government guided schools to form "joint menu school clusters," which, through unified menus and centralized procurement, enhanced economies of scale and bidding attractiveness. The "collectivity" in this phase became more explicit, centered on increasing the county-wide traceable ingredient supply ratio and encouraging supplier and school participation through economic incentives (such as Q-label subsidies). Actors (Hsinchu County Government, agricultural authorities, NCKU, the ingredient supply platform, and pilot schools, especially School C) exhibited high "agency," actively engaging in coordination, communication, and process adjustments. School C's pioneering efforts in piloting the joint menu and sharing its success effectively promoted the diffusion of the solution. This multi-party interaction and adjustment led to "collaboration" mechanisms for "procurement model adjustment" and "joint menu promotion," significantly increasing Q-label ingredient coverage in Hsinchu County from 61.17% in 2020 to 97.41% in September 2022.
In the business translation period (2023-2024), successful institutional practices were transformed into a sustainable social entrepreneurship model. The study suggests that this case demonstrates that rural markets are not inherently lacking potential, but rather lack appropriate "structural solutions" and platform governance. Mr. E, the social entrepreneur, observed that existing small and medium-sized ingredient suppliers faced challenges in digital transformation and meeting food safety requirements, such as time-consuming and error-prone manual order forms, and the inability to connect with official traceability systems. Consequently, after the project concluded, he established Jiaxue Social Enterprise Co., Ltd., focusing on promoting a "digital integration service system for ingredient supply platforms," providing consultancy services to assist the school lunch industry supply chain in digital transformation and enhance ingredient supply safety. The "collectivity" in this phase involved maintaining the platform's operational incentives and transforming them into a consensus for continuous social value creation. The establishment of the social enterprise and ongoing policy support exemplified "agency," shifting from academic guidance to practical operation, with goals such as "improving supply chain management efficiency," "becoming a digital backbone for small and medium-sized ingredient suppliers," and "guiding the industry to enhance food safety and traceability capabilities". Furthermore, "collaboration" extended to promoting digital services and food and agriculture education, integrating social mission with business models.
The study concludes that the practice of social entrepreneurship should not be limited to isolated innovations but should be an institutional, continuous process of value co-creation. By fostering the convergence of "collective" goals, inspiring "agency," and facilitating inter-departmental "collaboration," the social entrepreneur resolved the complex social issues of school lunches in remote areas. This demonstrates that even in contexts with low market incentives, a win-win situation for both social value and economic benefits can be achieved through platform governance and action design. This research enriches the application of value co-creation and social entrepreneurship theories in the public governance domain and provides a strategic model and practical reference for future food safety governance in remote regions.

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