| 摘要: | 美國博弈產業的每年產值約2,610億美元（Wsexpo，2021），根據American Gaming Association（AGA）報告（AGA，2021），COVID-19疫情造成美國各地賭場相繼關閉或停業，2020年第2季整體博弈產業收益減少了79%（黃啟霖，2020），博弈產業相關供應鏈遭受嚴重打擊。
2020年第4季，Covid19疫苗問世，情況出現反轉。賭場客戶開始緊急拉貨。受5G、居家辦公及車用電子需求遽增的影響，半導體廠台積電、聯電與面板廠友達、群創等產能相繼滿載，間接擠壓到博弈產業所需要的晶片、面板等關鍵零組件。供需失衡現象日趨嚴重，目前許多零組件交期已長達20周或更久，電子產品是許多零配件所組成的，缺一顆材料就無法組裝，因此我們開始思考在後疫情時代來臨，供應鏈需要提前計畫短、中長期的發展策略來因應「斷鏈」的危機。
本論文採用個案研究分析法，以生產博弈機台顯示器工廠L公司做為個案研究對象，透過個案公司的商業模式圖，掌握個案公司的關鍵經營要素。以經營策略SWOT模型與TOWS矩陣模型來分析個案公司內部的優劣勢、外部的機會與威脅。透過參與觀察、公司管理上層的深度訪談與資料蒐集，整理出個案公司供應鏈的策略及未來發展的建議。
本研究分析後發現，當企業供應鏈面臨材料「斷鏈」危機時，企業如能具備充足的材料庫存才能維持生產。在原物料缺乏的情況下，公司除了積極下單採購外，短時間內確實沒有更好的解方，只能透過「時間」，等待上游供貨廠商恢復。在目前尚無法預期疫情何時結束前，擬定具體有效的經營策略才能因應未來更大挑戰。決策者如能「觀前顧後」，考慮各方面的可能性，提前佈局供應鏈或調整業務策略，將有助於企業永續生存。;The annual output value of the U.S. gaming industry is approximately US$261 billion (Wsexpo, 2021). However, the gaming industry was severely affected by the COVID-19 pandemic. According to the report of American Gaming Association (AGA) (AGA, 2021), casinos were ordered to be temporarily closed due to the health threat of COVID-19 to the public. As a result of business closure, casinos had a 79% reduction in the revenue of the second quarter of 2020 (Huang, 2020), which had an immediate impact to the supply chain disruption in the gaming industry.
In the fourth quarter of 2020, the long-anticipated COVID-19 vaccine was finally introduced. The crisis situation was gradually reversed. Casinos quickly began to place orders for the urgent needs of gaming-machines for their growing business once again. On the other hand, productions lines of the semiconductor and panel manufacturers, such as TSMC, UMC, AUO and Innolux, had already maxed out their capacities due to the surge in demands of 5G, work-from-home consumers, automobile chips, and video communications platforms. Consequently, the key components such as ICs and LCD panels required for gaming-machines were being indirectly crowded out from the loaded production lines.
The shortage of supplies and the increase of demands have been worsening each day. The current delivery schedule for the IC and LCD panel from the suppliers is expected to be 20 weeks or longer. Electronic products are composed of many different parts, and the lack of any component will cause the products fail to function. Therefore, we should plan ahead for short, medium, and long-term development strategies to prevent the gaming machine hardware from being cut-off from the supply chain in the coming post-epidemic environment.
This thesis adopts the case study method to study Taiwan′s display manufacturing L Company. Business model diagram is used to help us to understand and explore the key elements of the case company’s operation. By analyzing the business strategy, SWOT model and TOWS matrix model of the company, the study can identify the company’s internal and external operational advantages and disadvantages. In addition, through actual participation, in-depth interviews, observations, and data collection, suggestions are made on supply chain management and future development strategy of the case company.
The findings of the study suggest that when a company’s supply chain faces a material “disrupted chain” crisis, it is best for the company to have sufficient material inventories to maintain production and operation. Lack of raw materials, apart from proactive procurement, there is indeed no better solution in the short term. Only by waiting, can upstream manufacturers resume supply. Before the end of this unpredictable epidemic, specific and effective strategies should be formulated to cope with the greater challenges in the future. If decision makers can “look ahead and look back,” consider all possibilities, lay out the supply chain in advance, or adjust business strategies, they should be able to help the company’s log-term sustainability. |
