供應鏈回復力衡量方法之研究

近幾年全球各區域的自然災害次數、規模、損失逐漸增加，如在2011年同時發生日本東北海嘯和泰國水災，造成許多供應鏈受到中斷，對於這些不確定性且破壞性極大的風險，企業希望可以事先做好準備，使災害發生後造成的損害能快速回復，因此供應鏈回復力成為近幾年全世界討論災後復原能力的熱門話題，擁有穩定供應鏈系統是各企業所期望的，企業之供應鏈系統必需具備自我回復能力，才能在發生足以構成供應鏈系統運作中斷的重大災害時，以最短的時間回復為災害發生前的狀態，將傷害降到最低。本研究藉由蒐集文獻，探討供應鏈風險管理發展至供應鏈回復力之歷程，蒐集供應鏈回復力相關之文獻，將各文獻中的回復力相關指標進行整理與分類，篩選出影響力較高的關鍵因素，建立出企業供應鏈回復自我評估表，其中指標項目包含分別為供應商、顧客，以及企業內部營運、員工、財務、設備等共七大構面，並根據企業公司狀況評分後之回復力分數，經過計算評分後，提供企業優先改善指標項目之建議，使企業以較短的時間達到最高的回復效益。

關鍵字

風險；供應鏈風險管理；供應鏈回復力；不確定性；指標

並列摘要

Over the past few years, the number of natural disasters and damage has increased all over the world. In 2011, some natural disasters such as: tsunami in Japan and flood in Thailand interrupted many supply chain systems. The uncertainty nature of natural disasters forces enterprises to be more agile and resilient to restore causal damages immediately after the disasters happened. In order to have a more stable supply chain system, Supply Chain Resilience (SCRES) concept has been proposed for every enterprise in recent years. With this concept, the enterprise can restore its state in the shortest period of time as well as the lowest cost and the damage despite facing the interruption of severe disasters. This study mainly discusses the transformation process of Supply Chain Risk Management (SCRM) to become SCRES by sorting and classifying the relative index of SCRES to establish the form of self-assessment resilience for enterprises and filter out the key factors with higher influence. The index includes: suppliers, customers, internal operations, staff, finance, and equipment, etc seven dimensions in total. It then provides the priority improvement advice to enterprise by scoring the resilience from enterprise’s feedback. Hence, the enterprise would achieve the highest response of effectiveness in the shortest time and the most minimum cost.

並列關鍵字

Risk ； Supply Chain Risk Management ； Supply Chain Resilience ； Uncertainty ； Indicator

參考文獻

1. Acedo, F. J., Barroso, C., and Galan, J. L. (2006). The resource‐based theory: dissemination and main trends. Strategic management journal, 27(7), 621-636.

4. Annarelli, A., and Nonino, F. (2016). Strategic and operational management of organizational resilience: Current state of research and future directions. Omega, 62, 1-18.

5. A.P. Barroso, V.H. Machado, H. Carvalho1and V. Cruz Machado (2015), "Applications of Contemporary Management Approaches in Supply Chains", book edited by Hakan Tozan and Alper Erturk, ISBN 978-953-51-2045-2.

6. Azevedo, S. G., Govindan, K., Carvalho, H., and Cruz-Machado, V. (2013). Ecosilient Index to assess the greenness and resilience of the upstream automotive supply chain. Journal of Cleaner Production, 56, 131-146.

7. BüYüKöZkan, G., and Cifci, G. (2013). An integrated QFD framework with multiple formatted and incomplete preferences: a sustainable supply chain application. Applied Soft Computing, 13(9), 3931-3941.

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供應鏈回復力衡量方法之研究

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