Constructing supply chain loss control structure — a case study of Taiwanese computer OEM industry

[[abstract]]隨著市場的複雜化或與多變性與日俱增，現階段的商品競爭不再只是公司對公司競爭，而是整條供應鏈對整條供應鏈的較勁，面對層級變深、層面變廣、更加複雜化的供應鏈管理(Supply Chain Management, SCM)，管理者對於損失掌握與供應鏈整體績效的衡量，其重要性與日俱增。供應鏈如果未能控制各環節，或者各環節之間未能取得協調，將會造成成本增加、產品貶值以及顧客滿意度下降等狀況，這些都算是供應鏈的「損失」。 本研究透過風險確認、分析、評估與控制的觀念，以探討供應鏈損失成因與控制方法，並以台灣OEM電腦產業為例，引入量化風險評估QRA (Quantitative Risk Assessment)的觀念以量化供應鏈的損失，並發展風險評估與控制模型以衡量引入風險控制方法後之成效，模型中兩指標為成本與時間(顧客服務水準)-於供應端盡可能降低成本，於需求端盡快完成訂單，並探討此二指標間抵換關係。在取得模型中之參數與相關資料後，透過@risk軟體進行模擬，以探討兩指標間抵換關係與控制方法之成效。[[abstract]]It is very important to get well cooperation and negotiation between every layer and partner in the supply chain to avoid potential loss. This study aims at developing a supply chain loss control model to deal with two important supply chain performance indicators: lead-time (customer facing), and supply cost (internal facing), based on the quantitative risk assessment method. The models of supply risk control are modularly designated as the sequential processes of defining, analyzing, assessing, and managing supply risks. Taiwanese Notebook OEM industry is taken as an illustrative numeric example using @Risk simulation software. This study found that incorporating risk management skills into supply chain risk issues appears increasingly essential and feasible. The empirical study concluded that the developed model is able to provide a generic method for explicit and systematic SC performance control actions and documentations