供應鏈風險管理議題，近年來隨著供應鏈全球化的轉變，愈來愈受到學者及企業界重視(Chen et al., 2010)。Kleindorfer & Saad(2005)將供應鏈風險區分為中斷風險(disruption risk)及與需求風險(demand risk)。對童裝產業而言，供應中斷會喪失商機、客戶流失；商品的供給不符市場需求就會變成庫存，造成資金積壓；不論是哪類的風險都會對供應鏈造成嚴重衝擊，因此企業是否能保有市場競爭優勢，最終將取決於管理供應鏈脆弱環結的應變能力。
本研究最主要的目的是藉由個案研究的方式，利用訪談、資料收集與分析等方式，採用Manuj & Mentzer(2008)的供應鏈風險管理五個步驟；找出國內童裝業之供應鏈風險來源、風險管理程序以及採取的因應策略，並進一步分析因應策略的成效並提出建議。
研究結果顯示，國內童裝業之供應鏈風險與經評估其影響之嚴重性高低排名，依序為需求風險、供應風險、作業風險及安全風險等四類。其因應策略，主要採控制、避免、轉嫁、投機及安全等策略。作業風險及安全風險在實施因應策略後，較能有效達到風險預防及減緩，而需求風險及供應風險因牽涉到外部不可控制的變動因素，成效有限，故建議業者應建立一套需求預測的基礎模式、積極的採取具彈性風險管理模式，如延遲策略、調整以「推式」為主、「拉式」為輔的彈性供應鏈、提高外購比例及減少生產作業複雜度。

In recent years, the issues of risk management in supply chain have been emphasized on academics and entrepreneurs, as the changes of globalization of supply chains (Chen et al., 2010). Kleindorfer & Saad (2005) have divided supply chain risk into two categories, disruption risk and demand risk. And for children's wear; any type of risk will be severe impact in supply chain, so the success of retaining competitive advantage will ultimately depend on adaptability in managing supply chain risk.
The main propose of this study is to find out the sources of supply chain risk in domestic children's wear, risk management procedures and coping strategy, and further analysis of the effectiveness of coping strategies and make recommendations by case studying through data collection and analysis, as well as Manuj & Mentzer(2008) five-step risk management model.
Results indicate that the rank of evaluated supply chain risk impacts in domestic children's wear is demand risk, supply risk, operational risk and safety risks in order of severity. The study also shows that the implementation of coping strategy in operational risk and safe risk has effective result in reduction and prevention. However, demand risk and supply risk are more difficult to overcome due to the external changes. So it is suggested that industry should establish a base model for demand forecasting and take a flexible approach to risk management models. For example, using postponement strategy, with adjustment to a flexible supply chain that rely mainly on “push” supplemented by “pull” , or increasing the proportion of outsourcing and reducing the complexity of production operation.

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次級資料
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