消弭供應中斷風險的共通零件策略分析

這十年間天災、意外、蓄意攻擊接連出現在世界各地，現在的企業無法避免地要面對各種災變。尤其在這環環相扣的全球供應鏈中，任何一個環節出錯，都能牽一髮而動全身，此時企業如何快速回應發生機率低，但帶來高度衝擊的事故就變得極為重要了。　　過去，供應鏈管理的議題大都是探討如何有效降低庫存、減少前置時間、促進績效表現，著重於「減少成本、提高效率」。現今，隨著企業的全球化發展，相關的廠商數量變多，每一個環節都充滿變數，供應鏈越來越脆弱，導致「彈性、應變能力」成為新的重要議題。　　本文研究一間獨占廠商，生產兩種產品到高低階市場，兩產品有部分零件相同，因此可以享有經濟規模的效果，但是零件共通比例越高，產品品質的差異相對越小，使得市場變窄，廠商無法透過差別定價，以賺取更高的利潤。本研究將探討如何在經濟規模和差別定價中權衡，做出最適的零件共通程度，並運用共通零件的彈性配置，建造出有應變能力的供應鏈，以在變化莫測的全球市場上勝出，使供應中斷的危機轉為商機。

關鍵字

供應鏈中斷；風險消弭；供應鏈彈性；共通零件；市場推廣；產品差異化

並列摘要

Over the past decade, there were a lot of natural hazards, accidents, and terrorism around the word. The business environment is always changing and these changes create risk. Especially in the global supply chains, how to react to the low-probability high-damage disruption is important. In the past, many researches of supply chain management discussed how to reduce inventory costs, shorten lead time, and improve performance, and they focused on reducing expenses and efficiently utilizing assets. Nowadays, the industries is moving toward to longer supply chains and facing increasingly uncertain supply. Therefore, the issue of resilience and risk handling of supply chain becomes an important topic. This article we studied a monopoly industry in which the monopolist produces two products and sells the products to the market, which consists of a high segment and a low segment. A product designed with commonality can lower manufacturing cost due to the economies of scale. However, commonality makes the products more indistinguishable from one another. As a result, product designed with commonality may hinder the ability to extract price premiums through product differentiation. This research considers the trade-off between marketing and manufacturing and provides the optimal commonality so as to maximize the profit of monopolist. Otherwise, we discovered common part can mitigate risk through reallocation while disruption occurs. Using the strategies of commonality, supply chain will become more resilient and the crisis will be the business opportunity.

並列關鍵字

supply chain disruption ； risk mitigation ； resilience ； common part ； marketing ； product differentiation

參考文獻

[1] Arreola-Risa, A., and DeCroix, G. A., 1998, “Inventory management under random supply disruptions and partial backorders,” Naval Research Logistics, Vol. 45, No. 7, pp. 687-703.

[2] Azimi, P., Ghanbari, M. R., and Mohammadi H., 2012, “Simulation modeling for analysis of a (Q, r) inventory system under supply disruption and customer differentiation with partial backordering,” Modelling and Simulation in Engineering, Vol. 2012, No. 11, pp. 1-10.

[3] Bagchi, U., and Gutierrez, G., 1992, “Effect of increasing component commonality on service level and holding cost,” Naval Research Logistics, Vol. 39, No. 6, pp. 815-832.

[4] Baker, K. R., Magazine, M. J., and Nuttle, H. L. W., 1986, “The effect of commonality on safety stock in a simple inventory model,” Management Science, Vol. 32, No. 8, pp. 982-988.

[5] Bernstein, F., Kok, A. G., and Xie, L., 2011, “The role of component commonality in product assortment decisions,” Manufacturing & Service Operations Management, Vol. 13,No. 2, pp.261-270.

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消弭供應中斷風險的共通零件策略分析

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