印度作為新興市場供應鏈佈局的實施挑戰與風險管理:以電子製造業為例之研究

Abstract

The global electronics manufacturing industry is experiencing a seismic shift as the traditional dominance of China, the "world's factory," is challenged by rising labor costs, political uncertainties, and intensified global competition. These factors are prompting companies to explore emerging markets like India for their supply chain needs. This thesis investigates the implementation challenges and risk management strategies associated with establishing supply chains in the Indian electronics manufacturing sector. Using Michael Porter’s Diamond Model, the study evaluates India's competitive advantages and obstacles. Key challenges identified include infrastructure limitations, regulatory complexities, cultural differences, bureaucratic inefficiencies, and financial regulations. Qualitative interviews with industry stakeholders provide insights into effective coping strategies, such as strengthening government relations, investing in infrastructure, enhancing workforce training, adopting flexible management practices, addressing corruption, and protecting intellectual property. For Taiwanese electronics manufacturers considering entering the Indian market, a cautious approach is advised. While India offers significant opportunities due to its demographic dividend and supportive policies, challenges remain substantial. Companies should weigh the pros and cons carefully and prepare for potential policy changes, infrastructural deficiencies, and cultural management issues. Contingency plans and clear exit strategies are crucial. India can be viewed as a "China+1" option but is unlikely to replace China as the global manufacturing hub. This study provides actionable insights for Taiwanese manufacturers to navigate the complexities of the Indian market effectively and strategically.

The global electronics manufacturing industry is experiencing a seismic shift as the traditional dominance of China, the "world's factory," is challenged by rising labor costs, political uncertainties, and intensified global competition. These factors are prompting companies to explore emerging markets like India for their supply chain needs. This thesis investigates the implementation challenges and risk management strategies associated with establishing supply chains in the Indian electronics manufacturing sector. Using Michael Porter’s Diamond Model, the study evaluates India's competitive advantages and obstacles. Key challenges identified include infrastructure limitations, regulatory complexities, cultural differences, bureaucratic inefficiencies, and financial regulations. Qualitative interviews with industry stakeholders provide insights into effective coping strategies, such as strengthening government relations, investing in infrastructure, enhancing workforce training, adopting flexible management practices, addressing corruption, and protecting intellectual property. For Taiwanese electronics manufacturers considering entering the Indian market, a cautious approach is advised. While India offers significant opportunities due to its demographic dividend and supportive policies, challenges remain substantial. Companies should weigh the pros and cons carefully and prepare for potential policy changes, infrastructural deficiencies, and cultural management issues. Contingency plans and clear exit strategies are crucial. India can be viewed as a "China+1" option but is unlikely to replace China as the global manufacturing hub. This study provides actionable insights for Taiwanese manufacturers to navigate the complexities of the Indian market effectively and strategically.