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| Title: | 海榮國際股份有限公司－供應鏈危機
H International Corporation: Supply Chain Crisis |
| Authors: | 于卓民
Yu, Chwo-Ming Joseph
徐景輝
羅明琇 |
| Contributors: | 企管系 |
| Keywords: | 代工廠;供應商共同利益團體;供應鏈;重要關係人;進口商
subcontractors;common interest supplier group;supply chain;stakeholders;importers |
| Date: | 2021-06 |
| Issue Date: | 2022-04-11 13:43:48 (UTC+8) |
| Abstract: | 海榮國際股份有限公司（以下簡稱海榮）在2013 年成立烤爐事業部，進入烤爐產業，引進一間未經海榮「供應鏈新協力廠評估項目」評估過的鴻基五金股份有限公司（以下簡稱鴻基）為代工廠。海榮在2014 年開發的一款「熱導射風扇炭烤爐」產品自上市後，2015年、2016年和2017年在歐洲市場銷售每年成長，預估2018 年、2019 年將持續成長。品牌客戶年營業額約千億美元，在歐盟擁有近1 萬家分店。烤爐是一項品牌客戶每年都會銷售的產品，其採購流程嚴謹，限制了出口商執行訂單的彈性。海榮透過品牌客戶長期合作的德國進口商將產品銷售給品牌客戶。
鴻基在2017 年更換兩任董事長，同年底爆發財務危機，員工罷工，供應商停止供貨，工廠全面停工，導致海榮第4 年的訂單無法繼續生產。海榮面對時間壓力、眾多模具及產品繁瑣認證的棘手問題，要做「是否進行供應鏈重整的決策」前，得先進行多項工作，包括找出重要關係人、蒐集相關資訊、與上下游協商、形成供應商共同利益團體及檢視可能執行的方案。
海榮的決策必須以滿足德國進口商的出貨要求為前提。如果決定不進行供應鏈的重整，客戶錯失了銷售季節商機，海榮將面臨支付鉅額的罰款，也可能斷失未來的發展商機；如果供應鏈重整的方案失敗，非但會讓海榮支付鉅額的罰款，甚至面臨倒閉的危機。
In 2013, H International Corporation (hereinafter referred to as H International), established its BBQ grill division and entered the BBQ grill industry. Hung- Kay Metal Corporation (hereinafter referred to as HungKay) was introduced as the only one subcontractor without going through a proper evaluation. H International launched a thermal conductive BBQ grills in 2014, with sales in European market growing rapidly in 2015, 2016 and 2017, and were expected to continue to grow in 2018 and 2019. The European client which had $100 billion annual sales via 10000 chain stores in European Union (EU) sold BBQ grills every year. The client had very rigorous purchase process which restricted exporter’s flexibility to execute orders. H International sold its products to the client through a German importer which had served the client for years.
In 2017, HungKay’s chairman was replaced twice. It experienced a financial crisis at the end of 2017, employees’ strikes and stopped supplying parts by suppliers, leading HungKay to completely shut down of operations. As a result, the fourth-year order of H International was not able to fulfill. Facing time constrain and cumbersome procedures of tooling and product tests needed, in order for H International to make the decision of “whether to restructure the supply chain”, H International had to identify the key stakeholders, collect relevant information as much as possible, negotiate with the European client, German importer, suppliers to HungKay and new subcontractors, form a common interest supplier group and evaluate possible alternatives.
H International’s decision should be able to satisfy the German importer’s shipment requirement. Should H International decided not to restructure the supply chain which led to the missing sales season of the European client, it would incur huge fines and lost future business opportunities. However, should the restructure plan fail, H International not only faced huge fines but also possible bankruptcy. |
| Relation: | 產業與管理論壇, Vol.23, No.2, pp.52-70 |
| Data Type: | article |
| DOI 連結: | https://doi.org/10.3966/199582342021062302003 |
| DOI: | 10.3966/199582342021062302003 |
| Appears in Collections: | [企業管理學系] 期刊論文
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