在全球化的競爭環境下與快速變動的市場中，企業可藉由全球供應鏈整合與管理，結合不同國家之競爭優勢，進而達成資源共享，完成互補性之合作。如何進行有效的全球供應鏈整合，企業可採行策略聯盟的方式，突破其營運模式，並將全球資源加以整合運用，擴大其在產業中之競爭力與影響力，以達成綜效。
　　在面臨韓國、中國等國的競爭壓力下，台灣企業要繼續生存發展，可藉由與國際間之合作，組織跨國策略聯盟。在ECFA的簽訂下，台灣與中國的互動日益頻繁，兩岸更推行多項產業合作。本研究以經濟部推行之兩岸搭橋計畫中的LED產業為例，主要探討中國廠商與台灣廠商進行策略聯盟之模式探討。分析兩岸廠商在政策環境的影響下，其策略聯盟的經營模式，以及如何透過聯盟提升其競爭優勢。現今台灣LED產業以加工製造為主。本研究採用個案研究訪談法，藉由文獻與資料的蒐集，以及對LED產業高階主管進行深度訪談來分析台灣LED廠商與中國廠商之策略聯盟模式。
本研究結果說明了台灣LED廠商以擴張中國市場為目標，利用製造技術、產品品質及管理經驗與中國大陸的龐大市場潛力及資源相結合，提升其競爭優勢。短期以開發中國內需市場為目標；長期則為搶攻國際市場。

In the global competition environment and the rapidly changing market, it seems hard for firms to use only their own resources to seek breakthrough in technology and marketing. We have found strategic alliances are the most popular strategies for enterprises to improve their response capability and enhance their competitive position. By forming the strategic alliance, enterprises can share resources, acquire important skills, combine advantages from each other, and then achieve the synergy effect.
With increasing environmental awareness, the green energy industry such as LED attracted much attention from both managers and researchers. Our research uses the theoretical frame of the resource-based view to describe the alliance model. We have interviews with senior managers in Taiwan LED industries and show that Taiwan and China LED industries could establish alliance jointly to integrate the supply chain, uniform standards, acquire technology and enhance their competitive advantages.

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