本研究旨在探討台灣被動零件產業中原廠代理商與下游經銷商間的競合關係，分析這一關係如何影響雙方的策略與市場表現。研究採用質性研究方法，通過對三家原廠代理商與三家經銷商的深入訪談，揭示了雙方在激烈的市場競爭中如何進行合作與競爭，並調整其業務策略以適應市場變化。研究發現，代理商與經銷商的關係是建立在互利共生的基礎上，彼此依賴對方的資源和市場通路來達成業績目標。原廠代理商面對來自製造商的銷售壓力，需借助經銷商的靈活銷售管道來擴大市場覆蓋率，而經銷商則依賴代理商提供的優惠價格和穩定貨源以增強市場競爭力。透過有效的信任機制和合約設計，雙方能夠管理合作中的不對稱性和不確定性，並平衡利益衝突。此外，研究指出代理商和經銷商需要根據市場環境的變化及時調整合作策略，包括建立完善的績效評估體系和關注合作過程中的潛在風險。經銷商的產品和服務多樣化策略有助於更好地滿足中小型客戶的需求，從而提升市場的精準度和效率。綜上所述，本研究提供了對台灣被動零件市場中代理商與經銷商競合關係的深入理解，並建議實施有效的關係管理和持續優化合作策略，以增強雙方的競爭力和市場表現。這些發現不僅有助於業界專業人士制定更為精確的市場策略，也為學術界提供了寶貴的研究資料和理論框架，以便進一步探索B2B市場中的競合動態。

This study aims to explore the co-opetition relationship between original equipment manufacturers (OEM) agents and downstream distributors in Taiwan's passive component industry， analyzing how this relationship affects their strategies and market performance. The research adopts a qualitative research method， conducting in-depth interviews with three OEM agents and three distributors to reveal how they cooperate and compete amidst intense market competition， adjusting their business strategies to adapt to market changes.
The study finds that the relationship between OEM agents and distributors is built on mutual symbiosis， with each relying on the other's resources and market channels to achieve performance goals. OEM agents， facing sales pressure from manufacturers， need to leverage the flexible sales channels of distributors to expand market coverage， while distributors rely on OEM agents to provide preferential prices and stable sources to enhance market competitiveness. Through effective trust mechanisms and contract design， both parties can manage the asymmetry and uncertainty in cooperation and balance conflicting interests.
Further， the study points out that OEM agents and distributors need to adjust their cooperation strategies in a timely manner according to changes in the market environment， including establishing a comprehensive performance evaluation system and paying attention to potential risks in the cooperation process. The diversification strategy of products and services by distributors helps better meet the needs of small and medium-sized customers， thereby improving market precision and efficiency.
In summary， this study provides an in-depth understanding of the co-opetition relationship between OEM agents and distributors in Taiwan's passive component market， and suggests implementing effective relationship management and continuously
optimizing cooperation strategies to enhance the competitiveness and market performance of both parties. These findings not only assist industry professionals in formulating accurate market strategies but also provide valuable research data and theoretical frame for academia to further explore the dynamics of co-opetition in the B2B market.

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