2018年4月比特幣等虛擬貨幣崩跌挖礦潮消退，同年3月美國宣布以「中國偷竊美國智慧財產權和商業秘密」為由，依據301條款指示，對中國製造課徵關稅，中美貿易戰自此開打。中美貿易戰如同兩隻大象打架，不僅中美兩邊都會受傷，更牽動到全球供應鏈佈局，台商必須在這危機時刻尋找新的轉機。
中美貿易戰在沒有確定結束的時間表下，面對客戶紅豆科技要求在台灣設立產線生產，避免美國對中國製造課徵關稅，撼訊科技迅速調整生產團隊作業，透過公司既有的資源基礎重組供應鏈，整合加工廠EMS系統開發出智能測試站，利用線邊生產管理看板掌握產能，並將日常營運產生三實的人流、物流、程序流，及三虛的資訊流、金流、技術流建置出主動、即時、可預見的營運資訊共用系統作為基礎進而有跨界管理能力，在無法預知外部環境變化下，面對轉單帶來的營收大幅成長，若不稍加留意營運週轉金的變化，就會造成先付後收的資金缺口，而產生帳上營運獲利，但營運資金可能持續不足的隱藏陷阱，從過去實踐歷程邊做邊修改變現有認知，修正方向，維持公司的動態競爭能力，帶領公司朝下一個目標邁進。
本研究以哈佛個案研究之方式進行，個案內容可用於討論企業組織敏捷性、資源基礎理論、跨界管理、實踐歷程等議題。了解企業如何透過組織敏捷性針對客戶快速變化的需求做出應對措施，企業如何培養和累積自身的資源基礎和能力，形成長期性的持續競爭優勢，如何運用企業間系統整合，實現供應鏈跨界管理的協同創新，最後，了解到企業經由外部環境的感知能力來修正企業內部的認知並進一步調整執行方針制定企業未來的行動。

In April 2018, Bitcoin and other virtual currencies collapsed and the mining trend Subsided. The same year in March, in accordance to Section 301, U.S. has announced to apply tariffs of Chinese manufacturing goods on the grounds of “China has stolen the intellectual property and trade secrets of U.S.”, which results in the U.S.-China trade war. This trade war not only damaged the relationship between these two countries, but also affects the global supply chain design. Therefore, Taiwanese enterprises must find a new turning point at this time of crisis.
Without knowing the exact ending time of the U.S.-China trade war, facing the request from customer, RBT Corporation, to set up production lines in Taiwan (R.O.C.) in order to avoid U.S. tariffs imposed on Chinese manufacturing, TUL Corporation uses organizational agility to quickly adjust their operation of production, reorganizes the supply chain through the company's existing resource-based, integrates the EMS system of subcontracting factory to develop an intelligent test station, as well as uses the board of Kanban management to keep abreast of the capacity. In addition, uses six major flows that generate by daily operations, including people flows, goods flows, process flows, information flows, money flows, and technology flows, to build active, timely and foreseeable operation information shared system as the foundation in order to have boundary-spanning management. Under the unpredictable changes in external environment and hidden pitfalls, learning from previous practices to make changes to modify existing knowledge, changing directions, maintaining the dynamic competitiveness of the company, and leading the company towards their next goal.
This research is a case study of Harvard. This case may be used to discuss in regard to the organizational agility, resource-based theory, boundary-spanning management, and enactment. This case also helps understanding how could the enterprise in response to the rapidly changing needs from customers through organizational agility; how could the enterprise cultivates and accumulates its own resource-based and capacity to reach a long-term sustainable competitive advantage; and how could the enterprise uses system integration between companies to achieve collaborative innovation in boundary-spanning management of supply chain. Finally, by understanding how the enterprise uses the awareness from external environment to revise and make changes of its internal cognition, and further adjust its implementation policies to formulate its future actions.

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