A 公司供應鏈調整案例研究

Abstract

跨國企業要實現持續成功，需要建立競爭優勢並在營運卓越方面展現出色能力。對許多企業來說，這兩個元素在供應鏈設計、韌性和可擴展性方面至關重要。一個設計完善且運行良好的供應鏈本身並不能保證成功，但在幾乎所有產業中，它都是維持競爭地位的關鍵因素。 在過去幾十年間，跨國企業、品牌公司和代工製造商紛紛將業務和製造轉移到新興地區，以尋求較低的勞動成本、更高素質的勞動力以及政府補貼、補助、法規立法等形式的貿易優惠，並獲取較低的材料成本。隨著時間推移，供應鏈集群在各個產業逐漸形成。其中，中國成為許多跨國企業進行重大投資和轉型的重要地點。 然而，隨著中國在過去三十年中崛起成為經濟強國，運營成本的上升、法規變化所帶來的更高風險緩解需求，以及許多企業意識到需要尋求供應鏈多元化，成為必然趨勢。近年來，特別是美國與中國之間的貿易緊張局勢，促使企業採取了主動或策略性的必要行動。許多公司採取的共同策略之一是「中國加一」（China Plus One）策略，該策略依賴於在現有的中國運營之外建立新的供應鏈基礎設施。然而，額外因素加劇了這種局勢，促使部分公司將「中國加一」策略進一步推進，要求其供應鏈的一部分完全在中國之外獨立運行。例如，美國對中國進口商品徵收的301條款關稅，以及中國施加的法規措施，對供應鏈的持續性、脆弱性和穩定性產生了重大影響。 本案例研究的目的是探討A公司決定將其供應鏈遷移，將生產從中國轉移到東南亞製造地區的過程。具體來說，本研究將分析A公司最初的假設，即「能夠快速複製現有供應鏈至東南亞地區」，並評估這一預測在遷移過程中是否得以實現。 主要目標是識別A公司在遷移之前和遷移過程中遇到的關鍵挑戰或痛點，以及相關風險及其對供應鏈的影響。這包括分析地區供應基礎的限制、資源約束、項目優先排序以最大程度地避免關稅影響、交貨期影響，以及代工製造商管理分散的次級供應鏈的能力。此外，本研究將運用潘卡基·赫馬瓦特（Pankaj Ghemawat）的CAGE模型框架，並增強「製造敏感性距離」組件，來評估A公司選擇將生產遷移至東南亞的決策合理性。本研究還將應用赫馬瓦特的AAA（適應、聚合、套利）框架，來分析A公司的遷移策略，以及公司和代工製造商在遷移準備及過程中採取的各種行動。次要目標則是為未來在類似情況下的供應鏈設計提供建議，並探討成功實現運營轉型的關鍵因素，例如規劃與檢查機制、組織發展與適應，以及整體風險緩解策略。

Sustained success for multinational companies requires the establishment of competitive advantages coupled with competence in operational excellence. For many, both elements are important when it comes to supply chain design, resiliency, and scalability. A well-conceived and operational supply chain alone does not ensure success, but it is crucial and essential in maintaining a competitive position in nearly every single industry.

Over the past several decades, multinational companies, branded companies, contract manufacturers have move business and manufacturing to emerging geographies in search of lower labor costs, higher abundance of skilled labor, and trade incentives in the form of government subsidies, grants, regulatory legislature, as well as access to lower material costs. Over time, supply clusters formed that cover across various industries. One location where significant investments and transformation taken on by many multination companies is China.

Yet as China rose to becoming an economic power house over the past three decades, inevitably so has an increase in operational costs, regulatory changes driving higher mitigation efforts, and an acknowledge of need for many companies to seek diversification. More recently, with trade tensions and friction specifically between the United States of America (US) and China have led to both a pro-active as well as tactically necessary actions. One common approach by many companies is the “China plus one” strategy, which relied on establishing new supply chain footprint and infrastructure outside of its existing China operations. However, additional factors have also exacerbated the situation that has pushed some companies to further its “China plus one” strategy to one where its part of its supply chain is required to be entirely completely operational outside of China. For example, Section 301 tariff levied on imports to US and China, as well as regulatory measures levied by China all had significant impact to supply chain continuity, fragility and overall stability over the past several years.

The aim of this case study is to examine Company A's decision to migrate its supply chain by moving production from China to Southeast Asia manufacturing regions. Specifically, the study will analyze Company A's original hypothesis that it would be "able to swiftly and quickly replicate the existing supply chain in Southeast Asia," and evaluate whether this prediction was achieved through the migration process.

The primary objective is to identify the key challenges or pain points encountered by Company A before and during the migration, as well as the associated risks and their impact on the supply chain. This includes examining factors such as the limited supply base in the region, resource constraints, prioritization of projects for maximum tariff avoidance, lead time impacts, and the contract manufacturers' ability to manage the fragmented sub-tier supply chain. Additionally, the study will use Pankaj Ghemawat's CAGE modeling framework, enhanced with a "Manufacturing Sensitivity Distance" component, to assess the validity of Company A's choice to migrate production to Southeast Asia. It will also apply Ghemawat's AAA (Adaptation, Aggregation, Arbitrage) framework to examine Company A's migration strategy and the various actions taken by the company and its contract manufacturers in preparation for and during the migration process. The secondary objectives are to provide recommendations for future supply chain design under similar situations, and to examine the crucial factors for successful operational transformation, such as planning and inspection mechanisms, organizational development and adaptation, and overall risk mitigation strategies.