本研究係以中小企業為營運主體的生態體系，其最大特色為廠商群聚，以及完整的供應鏈上下游，充分運用中心領導體系，整合眾多專精於生產技術的中小企業，成為具有高度彈性的協力廠商，一同開拓業務，布局全球。
本研究以時碩工業股份有限公司為個案分析主體，時碩利用台灣汽車零組件之優勢，採取策略聯盟的經營管理模式，部分機器設備由小企業主採購後，進入時碩的廠區，一起從事生產活動，這是輕資產的經營管理模式，可以降低龐大的營運資金壓力及資產成本。
時碩及策略聯盟廠商權責分明，各自發揮所長，小企業主只負責生產製造活動，而客戶開發、原物料採購及人員管理等功能，皆由時碩負責執行，如此分工合作，截長補短，可以產生最大的營運效用及效果。因為小企業主就在時碩的廠區內從事生產活動，整個供應鏈完整，可以降低疫情期間短缺料的風險，並可運用專業分工，成為具有國際能力的供應商，一起與國際大廠競爭，創造成長商機。
時碩的策略聯盟經營管理模式主要效用係加速營收成長，在過去20年，營收大幅成長，參與策略聯盟的中小企業也有大幅成長，惟因策略聯盟係採分潤作法，時碩在利潤方面確實受到影響。時碩於初始階段透過策略聯盟，先求擴大營業規模，以強化競爭力，中長期才能因大量生產，降低單位成本，並提高利潤。而在另一方面，時碩因策略聯盟而節省的人力，可以全心全力往高階新品發展，希翼未來年度獲利大大提升。
本研究結果發現，企業透過「產業群聚」及「策略聯盟」，可以改善研究開發體質、加速產品創新、以及國際市場開發。策略聯盟具有整合供應鏈上下游、周邊衛星、以及中小廠商的優勢，可以讓企業達到國際化與多元化的永續成長目標。中小企業一起合作，創造更大的利基。

The auto parts industry in Taiwan is mainly composed of small and medium-sized enterprises in the ecosystem. The main feature of the ecosystem is the cluster of manufacturers and the complete upstream and downstream of supply chain. It makes full use of the central leadership system and integrates many small and medium-sized enterprises specializing in production technology to become highly flexible third-party subcontractors to develop business globally.
The study takes Globaltek as the subject of the case analysis. Globaltek takes advantage of Taiwan's auto parts and components and adopts a strategic alliance management model. Some small-sized subcontractors purchased equipment and engaged in the manufacture activities in the factory of Globaltek. This is an asset-light management model which can reduce the huge pressure on working capital and asset costs.
Globaltek and the strategic alliance subcontractors have clear rights and responsibilities, and each exerts their own strengths. The small-sized subcontractors are only responsible for production and manufacturing activities, while customer development, raw material procurement and personnel management are all performed by Globaltek. Due to teamwork and deficiency made-up, the operation is running efficiently and effectively. Since the small-sized subcontractors are engaged in production activities in the factory of Globaltek, the entire supply chain is complete, which can mitigate the risk of material shortages during the COVID-19 epidemic and can leverage the teamwork strength to become suppliers with international capabilities to compete with international competitors and create growth opportunities.
The main effect of Globaltek's strategic alliance management model is to accelerate revenue growth. In the past 20 years, revenue has grown significantly. The small and medium-sized enterprises participating in the strategic alliance have also grown materially. However, because the strategic alliance adopts a profit-sharing approach, Globaltek’s margins are indeed affected. Through strategic alliances, Globaltek first sought to expand its business scale to strengthen its competitiveness in the initial stage. In the medium and long term, it can reduce unit costs and increase margins due to mass production. On the other hand, the manpower saved by Globaltek due to the strategic alliance can be devoted to the development of high-end new products. Hopefully, the margins will be greatly improved in the future.
Based on the study, with the rapid changes in the domestic and international economic environment, enterprises can improve their research and development capabilities, accelerate product innovation, and develop international markets through "industry cluster" and "strategic alliances". The strategic alliance has the advantage of integrating the upstream and downstream of the supply chain, surrounding satellites, and small and medium-sized manufacturers, and enabling enterprises to achieve internationalization and diversification. Small and medium-sized enterprises work together to create a larger niche.

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