摘要
在產業全球化的驅動下，台灣製造業外移的現象在90年代形成銳不可當的趨勢洪流，P公司也是依附供應鏈的移動而成為西進政策的追隨者。然而隨著中國投資環境改變，急速惡化的外部因素迫使P公司不得不開始思考下一個遷徙的地點。從中國撤退是勢在必行的決定，讓眾人驚訝的是最後選擇的地點竟然是台灣，而且這不是一項廠房搬遷計畫而是建立新營運模式的佈局。
台灣產業結構已經不同於往日，仰賴大量基層勞動力的塑膠製造業幾乎不可能選擇台灣做為生產基地的考量，特別是在歷經西進浪潮後，台灣塑膠業出現空洞化甚至面臨產業斷鏈的危機，還在當地堅守崗位的塑膠製造業者已經寥寥無幾；加上生物可分解塑膠高分子材料技術在塑膠製造業中存在資訊不對稱的現象，更可能使P公司遭遇無供應商可用的窘境。如果無法突破原有的商業模式，P公司將面臨生存的重大威脅。
隨著近年來文創產業的興起，少量多樣的客製化甚至是獨一無二的個人化的市場需求日益增加，由於產品附加價值較高，故此成為許多傳統製造業拓展藍海市場的策略。但是塑膠製造業的基礎是建構在大量生產的製造模式，在現有的生產技術與機器設備等限制條件下，跨越文創產業的鴻溝成為塑膠製造業者望之卻步的障礙，也是P公司返台計畫中難以突破的防線。P公司曾經挑戰少量多樣製造模式的機會，也意外開啟關鍵技術的可能性，然而許多細節仍存在經濟效益等因素的考量，這使得兼顧量產與客製化的轉型藍圖上更增添幾分不確定性。
在全球產業結構與市場需求快速變化的雙重影響下，企業發展競爭優勢成為扭轉劣勢的重要課題，更是企業生存與成長不可避免的重要因素。外在環境因素的變化不可預測，但是每一次的挑戰都有可能開啟不同的未來。夕陽產業不是塑膠製造業的代名詞，逐水草而居也不是天生的宿命，與其繼續流浪不如一起找出回家的路。

Abstract
The P company as a follower moved to Shanghai from Taiwan with the migration of industry supply chain under the unstoppable offshoring trend driven by globalization in the 1990s, and has to consider where will be the next location after China’s investing environment dramatically turning down. Leaving China has been an established proposal, however, the core team is still deeply surprised by the final selection, Taiwan. And, that is a transformation project instead of withdraw and migration.
It’s impossible for plastics manufacturers which rely on intensive labor supply to select Taiwan as migration destination and rebuild their manufacturing base, especially there are industrial hollowing-out and supply chain disruption. Moreover, molecular technology and information about Biodegradable Plastics is asymmetric in this field. Based on their original business model, the P company might meet severe challenges after returned.
With the raising of the Culture and Creating industry, the demand of customized and personalized objects is getting more and more popular. And, it also becomes one of Blue Ocean strategies for traditional firms due to higher product added value. On the contrary, the basis of plastics manufacturing is constituted by mass production model. It has been an unsurpassed gap for plastics industry toward the style of various and small amount production model. The P company challenges it once but the whole process is not yet efficient. Now, it might be too risky for P company to setup their transformation plan based on this new process.
Developing competitive strategies is an important issue for a firm to survive under threats by dramatically changes of global industrial construction and market demand. History teaches lessons, and each battle might open possibilities to various future. Sunset is not yet coming, and migration is not destiny of plastics manufacturing industry. Let’s find out the way home together.

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