| 摘要: | 在1991年蘇聯解體，冷戰結束，1995年世界貿易組織成立，全球化的浪潮開始興起，在此趨勢下，以全球為市場的企業個體，無不積極佈局、運營，在無國界的商業貿易模式下，供應鏈管理更顯得重要與突出，成為公司運作成敗之關鍵。
供應鏈管理扮演著整合和協調，從原材料採購到成品交付消費者手中各個環節的關鍵角色。此過程包羅萬象，涉及採購、生產、物流和分銷等多個階段。通過這些互相依存流程的有效管理，企業不僅能夠提升運營效率，還能增加利潤，從而向股東、投資者及債權人證明其價值。
供應鏈管理可被喻為一場精密的交響樂演出，每個部分必須精確發揮其作用，才能合力譜出和諧的樂章。這需要事先進行精心規劃和協同合作，並具備應對途中出現挑戰的適應性。從確保及時交貨到有效管理庫存水平，高效的供應鏈管理是當今快節奏商業環境中維持顧客滿意度和推動企業持續成長的關鍵。
汽車製造產業以汽車廠為中心，一階供應商環繞著汽車廠運作，形成中衛體系，在此運作模式下，一階供應商必須協同汽車廠裝車之運作，多採取即時供貨的模式，汽車廠追求零庫存的政策下，往往庫存壓力將會集中在一階供應商身上，而一階供應商的壓力並無法全然地向下轉嫁，所以供應鏈管理的執行績效對一階供應商更形重要，必須更加重視。
近年來大陸自主品牌汽車製造產業以不同於其他國家汽車製造產業的模式在運行著，講求研發週期更短、交貨速度更快速、價格更低廉、競爭更激烈，在這種破壞性的競爭模式下，汽車廠的預示量存在高度不確定性，對於供應商來說，更是一大挑戰，必須要有更好的系統加以輔助，快速的調整整個供應鏈管理流程，否則容易形成浪費與成本的增加。
本研究主要是透過探討供應鏈管理與財務績效文獻，並以一家在兩岸為事業核心的汽車零部件一階供應商為例子，探討其在供應鏈管理、運營績效如何，透過解析個案公司背景、基本狀況、公司產品、事業體佈局、供應鏈特性、供應鏈運作模式、供應鏈運作實際狀況，從財務指標的償債能力、獲利能力、成長性、盈餘品質、投資報酬率、經營效率構面解析公司各維度表現，從財報數字討論財報所顯示出來的特性，藉以挖掘出供應鏈運營的表現，進而找出其遇到的困難，並透過供應鏈管理理論，提供各項不利因素改善、解決之方法，作為個案公司有效且可執行之方案，在供應鏈管理上持續精進。;Following the dissolution of the Soviet Union in 1991 and the end of the Cold War, along with the establishment of the World Trade Organization in 1995, the wave of globalization began to rise. In this trend, business entities targeting the global market are all actively strategizing and operating. Under the borderless commercial trade model, supply chain management has become increasingly crucial and prominent, serving as the key to the success or failure of a company’s operations.
Supply chain management plays a critical role in integrating and coordinating the entire process from raw material procurement to the delivery of finished products to consumers. This comprehensive process encompasses various stages, including procurement, production, logistics, and distribution. Through effective management of these interdependent processes, businesses can not only enhance operational efficiency but also increase profits, thereby demonstrating their value to shareholders, investors, and creditors.
Supply chain management can be likened to a precise orchestral performance, where every component must play its role accurately to create a harmonious symphony. This requires meticulous upfront planning and collaborative teamwork, along with the ability to adapt to challenges that may arise along the way. From ensuring timely deliveries to effectively managing inventory levels, efficient supply chain management is key to maintaining customer satisfaction and driving continuous growth in today′s fast-paced business environment.
The automotive manufacturing industry centers around the car factories, with tier-one suppliers operating around these hubs to form a core system. In this model, tier-one suppliers must coordinate closely with the assembly operations of the car factories, often adopting a just-in-time delivery system. Under the car factories′ pursuit of zero inventory policies, the inventory pressure often shifts to the tier-one suppliers. This pressure cannot be completely passed down the supply chain, making the performance of supply chain management even more critical for tier-one suppliers. It is imperative that they pay greater attention to managing these dynamics effectively.
In recent years, China′s domestic automotive manufacturing industry has operated differently from those in other countries, emphasizing shorter research and development cycles, faster delivery speeds, lower prices, and more intense competition. Under this disruptive competitive model, the forecasted volumes for car factories are highly uncertain, posing a significant challenge for suppliers. It is essential for them to have better systems in place to assist with rapid adjustments to the entire supply chain management process. Without such systems, inefficiencies and increased costs are likely to occur.
This study primarily investigates the relationship between supply chain management and financial performance through the literature, using a tier-one automotive parts supplier with business operations across the Taiwan Strait as a case study. It examines the company′s supply chain management and operational performance by analyzing the company′s background, basic conditions, products, business layout, supply chain characteristics, operational model, and actual performance. Financial metrics such as solvency, profitability, growth potential, earnings quality, return on investment, and operational efficiency are used to dissect the company′s performance across various dimensions. By discussing the traits revealed through financial statements, the study aims to uncover the manifestations of supply chain operation, identify challenges encountered, and apply supply chain management theories to propose improvements and solutions for the adverse factors. These recommendations are intended to provide the case company with effective and actionable strategies to continuously enhance its supply chain management. |
