As the US continues to recalibrate its trade posture with sweeping reciprocal tariffs, Taiwanese technology leaders are urging measured responses amid the escalating uncertainty. Their message: Stay agile—but don't lose sight of the long game.
Flexibility and resilience: Taiwan's strength in the face of global trade shifts
Tzu-Hsien Tung, chairman of Pegatron and president of the Monte Jade Science and Technology Association, said recent developments—ranging from abrupt tariff hikes to the introduction of a 90-day grace period and an evolving exemption list—have created policy whiplash for the global supply chain. Despite this volatility, Tung voiced confidence in Taiwan's capacity to adapt.
US tariff policy can shift dramatically in the span of a week, Tung said during a business forum held by Deloitte & Touche in Taipei on April 15. They still don't know whether tariffs are a tool or the ultimate objective. But what he knew was that Taiwanese firms have the flexibility and resilience to manage either outcome.
While acknowledging the US remains an influential economic partner, Tung pushed back against overdependence. The US accounts for roughly 26 percent of global GDP, which leaves 74 percent elsewhere, he pointed out. Taiwan's firms cannot allow tariffs from one market to disrupt our strategy in the rest of the world.
He also cautioned against making hasty, reactionary decisions—such as relocating production or realigning supply chains—based solely on short-term trade pressures. Establishing a factory, securing contracts, or developing a product is not something that happens in three or six months, he said. It takes years of planning and capital investment. Taiwan's overseas footprint—from Vietnam to Mexico—is a result of long-term vision, not trade retaliation.
Tung added that while companies should prepare for a range of outcomes, tariff clarity may not emerge for another one to three months. In the meantime, he said, Taiwan's firms needed to respond to short-term changes with short-term strategies, without compromising our long-term foundation.
Stan Shih's strategic vision over panic
Tung's remarks were echoed by Stan Shih, founder of Acer and one of Taiwan's most respected industrial figures, who also addressed the issue at an event in Palau. Shih aimed at the broader rationale behind the tariff regime.
There's a misconception that trade imbalances mean exploitation, Shih mentioned. Trade is supposed to be mutually beneficial. Politicians may frame it differently, but those who work in industry and economics know better.
Shih emphasized that the world, not just the US, depends on Taiwan's technology sector. He stated that if the US becomes too difficult to work with, Taiwan should pivot. Taiwan is too small, too resource-limited, to rely on its domestic market alone. Taiwan's growth has always been outward-looking.
He urged Taiwan's businesses to fall back to the "mainstream" mindset—a focus on global value creation and long-term collaboration, rather than reactionary maneuvering. If doing business with the US becomes a losing proposition, then Taiwan's firms must look to Europe, to Asia, to the rest of the world.
Both leaders framed the current moment not as a crisis, but as a test of vision. For Taiwan, a global player in chips, devices, and design, the challenge now is not just weathering policy shifts—but proving, once again, that its real strength lies in strategic composure.
Article edited by Jack Wu
