本個案係以擁有策略性全球佈局之公司為例，旨在探討提供全球化電子維修服務業，內部面臨急迫性遷廠選址問題，並有外部美中貿易戰持續蔓延與各大代工廠轉而投入維修業務的強大壓力下，檢視各服務據點團隊承接能力，所需考慮評估之要素，唯有加速佈局、快速決策方能贏得市場之先機。透過本論文個案探討如何在後勤電子維修服務中，透過商業模式、成本理論分析、精實管理、左右開弓與使用SWOT工具分析的思維，提供關鍵決策思考方針，本論文包含了個案本文及教學指引兩部份，希望透過個案討論可以培養領導者以嚴謹的方法進行決策分析，強化決策思維；對未來如有相同的問題，可經由個案啟發，在縱向及橫向層面上更全面的思考使決策更有成效。

This case considers a company with a strategic global layout facing the problem of urgent factory relocation internally. Due to the external US-China trade war continuously spreading, many major foundries have relocated one after another. In order to explore the market of the global electronic repair service industry, there is a need for the company to review the various capabilities of its service base teams and accelerate the deployment the global layout in advance. In this case, the logistics of electronic maintenance service industry is introduced and the theories of business model, cost analysis, lean management, and SWOT can be adopted to analyze the relocation problem. Through the discussion of this case, students can learn a more rigorous decision making process and make a decision if they encounter the same problem in the future.

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