89 /302
89
臺大管理論叢
第
28
卷第
2
期
and so on, to improve supply quality and strengthen the management capacity of suppliers
to produce and process goods, thereby increasing the stability of component supplies.
When the management ability of suppliers is increased, suppliers will be able to purchase
enterprises of small quantities and delivery mode, and reduce the inventory, sluggish
costs, and other risk items of procurement business.
Our results from the individual case can enable decision making and quantify the
value at risk of a supplier to facilitate management through the supply chain risk
management system established in this study. This will help to easily reach a consensus on
the key points of supply chain risk improvement and use the resources to focus on
resolving major concerns within an organization.
4. Research Limitations/Implications
4.1 Research Limitations
This study included only interviews and questionnaires with industry experts for the
evaluation. A follow-up could be conducted with the five major car factory experts
interviewed earlier to increase the sample size and measure the key risks more completely
and precisely. The study results may not be applicable for all automotive industry supply-
chain risk assessments and follow-up patterns based on this framework; therefore, the
risks for individual automotive industry suppliers involved in the procurement of
components from China should be evaluated.
4.2 Research Implications
Supply chain risk caused by cooperation with suppliers and individual differences in
business cultures applies to all enterprises without a risk management model. Supply
chain risk management should be practiced by suppliers, enterprises, and collaborators
simultaneously to effectively reduce the risk. We recommend that enterprises conduct
research on processes and application tools to construct an enterprise risk management
model.
5. Originality/Contribution
Major contributions of this study include addressing the supply chain risk factors and
identifying complex relationships between risk and opportunity, coupled with the
industrial environment, partners, and internal governance differences in dynamic
situations. This study also developed a DANP method for building a supply chain risk