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Supply chain strategies 供應鏈策略
24
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Further reading 進一步閱讀
Myers, J.L. and Well, A.D. (2003), Research Design and Statistical Analysis, 2nd ed., Lawrence Erlbaum, Mahwah, NJ.
Sharma, M., Luthra, S., Joshi, S. and Kumar, A. (2022), “Developing a framework for enhancing survivability of sustainable supply chains during and post-COVID-19 pandemic”, International Journal of Logistics Research and Applications, Vol. 25 Nos 4-5, pp. 433-453, doi: 10.1080/ 13675567.2020.1810213. Sharma, M., Luthra, S., Joshi, S. and Kumar, A. (2022), "Developing a framework for enhancing survivability of sustainable supply chains during and post-COVID-19 pandemic", International Journal of Logistics Research and Applications, Vol. 25 Nos 4-5, pp.
Wieland, A. and Wallenburg, C.M. (2013), “The influence of relational competencies on supply chain resilience: a relational view”, International Journal of Physical Distribution and Logistics Management, Vol. 43 No. 4, pp. 300-320, doi: 10.1108/ijpdlm-08-2012-0243. Wieland, A. and Wallenburg, C.M. (2013), "The influence of relational competencies on supply chain resilience: a relational view", International Journal of Physical Distribution and Logistics Management, Vol. 43 No. 4, pp.
Table A1. 表 A1.
Description of supply chain strategies 供應鏈策略說明
Appendix 1 附錄 1
Strategy 策略
Definition 定義
References 參考資料
Increase the supplier base 增加供應商基礎
The number of suppliers from which a firm purchases is increased 公司採購的供應商數量增加
Yoon et al. (2018), Ali et al. (2023), Salama and McGarvey (2023) Yoon 等人（2018 年）、Ali 等人（2023 年）、Salama 和 McGarvey（2023 年）
Nearshore or regionalize the SC 近岸或區域化 SC
The firm uses closer locations or domestic suppliers to undertake SC activities, which may include local sourcing and distribution with manufacturing sites and supply networks located near the customer 公司利用較近的地點或國內供應商進行 SC 活動，其中可能包括利用位於客戶附近的製造場所和供應網路進行當地採購和配送。
Chopra and Sodhi (2014), Hilletofth et al. (2019), van Hoek and Dobrzykowski (2021) Chopra 和 Sodhi (2014)、Hilletofth 等人 (2019)、van Hoek 和 Dobrzykowski (2021)
Reduce the number of products/services offered 減少提供的產品/服務數量
The number of SKUs or products/ services competing in the same market is reduced 減少在同一市場競爭的 SKU 或產品/服務數量
Simchi-Levi et al. (2004) Simchi-Levi 等人（2004 年）
Increase the number of products/services offered 增加所提供產品/服務的數量
New products/service offerings are introduced 推出新產品/服務
Sreedevi and Saranga (2017) Sreedevi 和 Saranga (2017)
Increase collaboration within the firm 加強公司內部合作
Members of the firm work together across boundaries and increase the extent of information shared, benefits shared and joint decisions made to meet customer needs better 公司成員跨領域合作，增加資訊分享、利益共享和共同決策的程度，以更好地滿足客戶需求
Min et al. (2005), Fawcett et al. (2008), Ozdemir et al. (2022), Shen and Sun (2023) Min 等人 (2005), Fawcett 等人 (2008), Ozdemir 等人 (2022), Shen 和 Sun (2023)
Increase collaboration with key suppliers 加強與主要供應商的合作
The buyer and supplier work together and increase the extent of information shared, resources shared, and joint decisions made to meet customer needs better 買方和供應商共同努力，提高資訊共享、資源共享和共同決策的程度，以更好地滿足客戶需求
Yan and Dooley (2014), Sharma et al. (2020a, b), van Hoek (2020), Ozdemir et al. (2022), Shen and Sun (2023) Yan 和 Dooley (2014)、Sharma 等人 (2020a、b)、van Hoek (2020)、Ozdemir 等人 (2022)、Shen 和 Sun (2023)
Increase collaboration with key customers 加強與主要客戶的合作
The extent of information shared, joint decisions made, and synchronization of operations with key customers is increased 增加與主要客戶分享資訊、共同決策及同步運作的程度
Bowman (2004), Daugherty et al. (2006), Ozdemir et al. (2022), Shen and Sun (2023) Bowman (2004)、Daugherty 等人 (2006)、Ozdemir 等人 (2022)、Shen 和 Sun (2023)
Develop new commercial channels 開發新的商業通路
The configuration of the intermediate organizations that make goods and services available to consumers is modified 向消費者提供商品和服務的中間組織的配置有所改變
Watson et al. (2015), Salama and McGarvey (2023) Watson 等人（2015 年）、Salama 和 McGarvey（2023 年）
Develop alternative markets for products 開發產品的替代市場
New markets, based on product availability, service level, lead time and sales support, are served 根據產品可用性、服務水準、交貨時間及銷售支援，服務新市場
Stevens (1989), Watson et al. (2015), Salama and McGarvey (2023) Stevens (1989)、Watson 等人 (2015)、Salama 和 McGarvey (2023)
Modify contractual terms with suppliers 修改與供應商的合約條款
Terms of trade with suppliers are modified to incentivize actions to achieve optimal SC performance 修改與供應商的貿易條款，以獎勵達到最佳 SC 績效的行動
Cachon (2003), van Hoek and Dobrzykowski (2021) Cachon (2003)、van Hoek 和 Dobrzykowski (2021)
Modify contractual terms with customers 修改與客戶的合約條款
Terms of trade with the customer, such as price-commitments and quantitycommitments, are modified 修改與客戶的交易條款，例如價格承諾和數量承諾
Su and Zhang (2008), van Hoek and Dobrzykowski (2021) Su 和 Zhang (2008)、van Hoek 和 Dobrzykowski (2021)
Redesign the warehousing and transportation network 重新設計倉儲與運輸網路
Existing and alternative facilities and infrastructure are evaluated and redesigned to best satisfy customer demand 評估現有及替代設施與基礎結構，並重新設計，以最佳方式滿足客戶需求
Jahani et al. (2018) Jahani 等人（2018 年）
Strategy Definition References
Increase the supplier base The number of suppliers from which a firm purchases is increased Yoon et al. (2018), Ali et al. (2023), Salama and McGarvey (2023)
Nearshore or regionalize the SC The firm uses closer locations or domestic suppliers to undertake SC activities, which may include local sourcing and distribution with manufacturing sites and supply networks located near the customer Chopra and Sodhi (2014), Hilletofth et al. (2019), van Hoek and Dobrzykowski (2021)
Reduce the number of products/services offered The number of SKUs or products/ services competing in the same market is reduced Simchi-Levi et al. (2004)
Increase the number of products/services offered New products/service offerings are introduced Sreedevi and Saranga (2017)
Increase collaboration within the firm Members of the firm work together across boundaries and increase the extent of information shared, benefits shared and joint decisions made to meet customer needs better Min et al. (2005), Fawcett et al. (2008), Ozdemir et al. (2022), Shen and Sun (2023)
Increase collaboration with key suppliers The buyer and supplier work together and increase the extent of information shared, resources shared, and joint decisions made to meet customer needs better Yan and Dooley (2014), Sharma et al. (2020a, b), van Hoek (2020), Ozdemir et al. (2022), Shen and Sun (2023)
Increase collaboration with key customers The extent of information shared, joint decisions made, and synchronization of operations with key customers is increased Bowman (2004), Daugherty et al. (2006), Ozdemir et al. (2022), Shen and Sun (2023)
Develop new commercial channels The configuration of the intermediate organizations that make goods and services available to consumers is modified Watson et al. (2015), Salama and McGarvey (2023)
Develop alternative markets for products New markets, based on product availability, service level, lead time and sales support, are served Stevens (1989), Watson et al. (2015), Salama and McGarvey (2023)
Modify contractual terms with suppliers Terms of trade with suppliers are modified to incentivize actions to achieve optimal SC performance Cachon (2003), van Hoek and Dobrzykowski (2021)
Modify contractual terms with customers Terms of trade with the customer, such as price-commitments and quantitycommitments, are modified Su and Zhang (2008), van Hoek and Dobrzykowski (2021)
Redesign the warehousing and transportation network Existing and alternative facilities and infrastructure are evaluated and redesigned to best satisfy customer demand Jahani et al. (2018)| Strategy | Definition | References |
| :---: | :---: | :---: |
| Increase the supplier base | The number of suppliers from which a firm purchases is increased | Yoon et al. (2018), Ali et al. (2023), Salama and McGarvey (2023) |
| Nearshore or regionalize the SC | The firm uses closer locations or domestic suppliers to undertake SC activities, which may include local sourcing and distribution with manufacturing sites and supply networks located near the customer | Chopra and Sodhi (2014), Hilletofth et al. (2019), van Hoek and Dobrzykowski (2021) |
| Reduce the number of products/services offered | The number of SKUs or products/ services competing in the same market is reduced | Simchi-Levi et al. (2004) |
| Increase the number of products/services offered | New products/service offerings are introduced | Sreedevi and Saranga (2017) |
| Increase collaboration within the firm | Members of the firm work together across boundaries and increase the extent of information shared, benefits shared and joint decisions made to meet customer needs better | Min et al. (2005), Fawcett et al. (2008), Ozdemir et al. (2022), Shen and Sun (2023) |
| Increase collaboration with key suppliers | The buyer and supplier work together and increase the extent of information shared, resources shared, and joint decisions made to meet customer needs better | Yan and Dooley (2014), Sharma et al. (2020a, b), van Hoek (2020), Ozdemir et al. (2022), Shen and Sun (2023) |
| Increase collaboration with key customers | The extent of information shared, joint decisions made, and synchronization of operations with key customers is increased | Bowman (2004), Daugherty et al. (2006), Ozdemir et al. (2022), Shen and Sun (2023) |
| Develop new commercial channels | The configuration of the intermediate organizations that make goods and services available to consumers is modified | Watson et al. (2015), Salama and McGarvey (2023) |
| Develop alternative markets for products | New markets, based on product availability, service level, lead time and sales support, are served | Stevens (1989), Watson et al. (2015), Salama and McGarvey (2023) |
| Modify contractual terms with suppliers | Terms of trade with suppliers are modified to incentivize actions to achieve optimal SC performance | Cachon (2003), van Hoek and Dobrzykowski (2021) |
| Modify contractual terms with customers | Terms of trade with the customer, such as price-commitments and quantitycommitments, are modified | Su and Zhang (2008), van Hoek and Dobrzykowski (2021) |
| Redesign the warehousing and transportation network | Existing and alternative facilities and infrastructure are evaluated and redesigned to best satisfy customer demand | Jahani et al. (2018) |
Strategy 策略
Definition 定義
References 參考資料
提高業務分析的利用率
Increase the utilization of
business analytics
Increase the utilization of
business analytics| Increase the utilization of |
| :--- |
| business analytics |
使用定性、定量和統計計算工具和方法來分析資料、獲得洞察力、提供資訊和支援決策是
The use of qualitative, quantitative and
statistical computational tools and
methods to analyse data, gain insights,
inform and support decision-making is
The use of qualitative, quantitative and
statistical computational tools and
methods to analyse data, gain insights,
inform and support decision-making is| The use of qualitative, quantitative and |
| :--- |
| statistical computational tools and |
| methods to analyse data, gain insights, |
| inform and support decision-making is |
Power et al. (2018), Bag et al. (2023) Power 等人（2018 年）、Bag 等人（2023 年）
increased 增加
Strategy Definition References
"Increase the utilization of
business analytics" "The use of qualitative, quantitative and
statistical computational tools and
methods to analyse data, gain insights,
inform and support decision-making is" Power et al. (2018), Bag et al. (2023)
increased | Strategy | Definition | References |
| :--- | :--- | :--- |
| Increase the utilization of <br> business analytics | The use of qualitative, quantitative and <br> statistical computational tools and <br> methods to analyse data, gain insights, <br> inform and support decision-making is | Power et al. (2018), Bag et al. (2023) |
| increased | | |
Supply chain 供應鏈
strategies 策略
Source(s): Authors’ own work 資料來源：作者自己的工作
Appendix 2 附錄 2
Country 國家
美國 北美洲中西部
USA
Midwest of North
America
USA
Midwest of North
America| USA |
| :---: |
| Midwest of North |
| America |
法國 西歐
France
Western
Europe
France
Western
Europe| France |
| :---: |
| Western |
| Europe |
波蘭 中歐和東歐
Poland
Central and Eastern
Europe
Poland
Central and Eastern
Europe| Poland |
| :---: |
| Central and Eastern |
| Europe |
EPIC
Economy 經濟
3.03
3.10
3.00
dimensions 尺寸
Politics 政治
3.10
2.55
2.70
Infrastructure 基礎建設
3.78
3.50
2.85
Competence 能力
3.67
3.02
2.87
Overall grade 總成績
3.39
3.09
2.87
Country "USA
Midwest of North
America" "France
Western
Europe" "Poland
Central and Eastern
Europe"
EPIC Economy 3.03 3.10 3.00
dimensions Politics 3.10 2.55 2.70
Infrastructure 3.78 3.50 2.85
Competence 3.67 3.02 2.87
Overall grade 3.39 3.09 2.87| Country | | USA <br> Midwest of North <br> America | France <br> Western <br> Europe | Poland <br> Central and Eastern <br> Europe |
| :--- | :--- | :---: | :---: | :---: |
| EPIC | Economy | 3.03 | 3.10 | 3.00 |
| dimensions | Politics | 3.10 | 2.55 | 2.70 |
| | Infrastructure | 3.78 | 3.50 | 2.85 |
| | Competence | 3.67 | 3.02 | 2.87 |
| | Overall grade | 3.39 | 3.09 | 2.87 |
Note(s): The assessments utilizing the EPIC framework range from 1 (lowest score) to 4 (highest score) Source(s): Own elaboration based on Amling et al. (2020) 註釋：利用 EPIC 框架進行的評估範圍從 1（最低分）到 4（最高分）：根據 Amling 等人 (2020) 自行闡述
Table A2. 表 A2.
Comparison of USA (St. Louis), France and Poland based on EPIC approach 根據 EPIC 方法比較美國（聖路易）、法國和波蘭的情況
28
USA
France 法國
Poland 波蘭
Industry 產業
Information technology 資訊技術
2.0%
0.0%
4.6%
Health care and social assistance 健康照護與社會援助
3.9%
6.1%
0.0%
Manufacturing 製造業
27.5%
51.2%
0.0%
Mining, and oil and gas extraction 採礦及油氣開採
2.0%
2.4%
0.0%
Professional, and technical services 專業及技術服務
2.0%
0.0%
4.6%
Public administration 公共行政
2.0%
1.2%
0.0%
Retail trade 零售業
5.9%
8.5%
31.8%
Transportation and warehousing 運輸與倉儲
33.3%
3.7%
13.6%
Utilities 公用事業
2.0%
0.0%
0.0%
Wholesale trade 批發貿易
7.8%
7.3%
9.1%
Construction 建築
0.0%
3.7%
9.1%
Finance and insurance 金融與保險
0.0%
0.0%
4.6%
Real estate, rental and leasing 不動產、租賃
0.0%
0.0%
4.6%
Art, entertainment and recreation 藝術、娛樂與休閒
0.0%
0.0%
4.6%
Other 其他
11.8%
15.9%
13.6%
Small-medium enterprise 中小型企業
Yes 是
34.8%
23.8%
54.5%
No 沒有
65.2%
76.3%
45.5%
Position 職位
Entry-level management 入門級管理
13.7%
7.3%
40.9%
Middle management 中層管理人員
25.5%
19.5%
13.6%
Senior management 高級管理層
60.8%
73.2%
45.5%
Years of experience 多年經驗
0-5
13.7%
8.5%
50.0%
Table A3. 表 A3.
6-10
19.6%
12.2%
18.2%
Sample characteristics 樣品特性
11-2011-20
27.5%
36.6%
22.7%
in the USA (St. Louis), 在美國（聖路易）、
21 or more 21 或以上
39.2%
42.7%
9.1%
France and Poland 法國和波蘭
Source(s): Authors' own work 資料來源：作者自己的工作
28 USA France Poland
Industry
Information technology 2.0% 0.0% 4.6%
Health care and social assistance 3.9% 6.1% 0.0%
Manufacturing 27.5% 51.2% 0.0%
Mining, and oil and gas extraction 2.0% 2.4% 0.0%
Professional, and technical services 2.0% 0.0% 4.6%
Public administration 2.0% 1.2% 0.0%
Retail trade 5.9% 8.5% 31.8%
Transportation and warehousing 33.3% 3.7% 13.6%
Utilities 2.0% 0.0% 0.0%
Wholesale trade 7.8% 7.3% 9.1%
Construction 0.0% 3.7% 9.1%
Finance and insurance 0.0% 0.0% 4.6%
Real estate, rental and leasing 0.0% 0.0% 4.6%
Art, entertainment and recreation 0.0% 0.0% 4.6%
Other 11.8% 15.9% 13.6%
Small-medium enterprise
Yes 34.8% 23.8% 54.5%
No 65.2% 76.3% 45.5%
Position
Entry-level management 13.7% 7.3% 40.9%
Middle management 25.5% 19.5% 13.6%
Senior management 60.8% 73.2% 45.5%
Years of experience
0-5 13.7% 8.5% 50.0%
Table A3. 6-10 19.6% 12.2% 18.2%
Sample characteristics 11-20 27.5% 36.6% 22.7%
in the USA (St. Louis), 21 or more 39.2% 42.7% 9.1%
France and Poland Source(s): Authors' own work | 28 | | USA | France | Poland |
| :---: | :---: | :---: | :---: | :---: |
| | Industry | | | |
| | Information technology | 2.0% | 0.0% | 4.6% |
| | Health care and social assistance | 3.9% | 6.1% | 0.0% |
| | Manufacturing | 27.5% | 51.2% | 0.0% |
| | Mining, and oil and gas extraction | 2.0% | 2.4% | 0.0% |
| | Professional, and technical services | 2.0% | 0.0% | 4.6% |
| | Public administration | 2.0% | 1.2% | 0.0% |
| | Retail trade | 5.9% | 8.5% | 31.8% |
| | Transportation and warehousing | 33.3% | 3.7% | 13.6% |
| | Utilities | 2.0% | 0.0% | 0.0% |
| | Wholesale trade | 7.8% | 7.3% | 9.1% |
| | Construction | 0.0% | 3.7% | 9.1% |
| | Finance and insurance | 0.0% | 0.0% | 4.6% |
| | Real estate, rental and leasing | 0.0% | 0.0% | 4.6% |
| | Art, entertainment and recreation | 0.0% | 0.0% | 4.6% |
| | Other | 11.8% | 15.9% | 13.6% |
| | Small-medium enterprise | | | |
| | Yes | 34.8% | 23.8% | 54.5% |
| | No | 65.2% | 76.3% | 45.5% |
| | Position | | | |
| | Entry-level management | 13.7% | 7.3% | 40.9% |
| | Middle management | 25.5% | 19.5% | 13.6% |
| | Senior management | 60.8% | 73.2% | 45.5% |
| | Years of experience | | | |
| | 0-5 | 13.7% | 8.5% | 50.0% |
| Table A3. | 6-10 | 19.6% | 12.2% | 18.2% |
| Sample characteristics | $11-20$ | 27.5% | 36.6% | 22.7% |
| in the USA (St. Louis), | 21 or more | 39.2% | 42.7% | 9.1% |
| France and Poland | Source(s): Authors' own work | | | |
Appendix 4 附錄 4
Table A4. 表 A4.
Table A5. 表 A5.
Strategies 策略
N
{:[" USA "],[" Mean "]:}\begin{aligned}
& \text { USA } \\
& \text { Mean }
\end{aligned}
STD
N
France Mean 法國平均值
STD
N
Poland Mean 波蘭 平均值
STD
N
Overall Mean 總平均值
STD
F
ANOVA
Sig
Post hoc 後設
Increase collaboration with key suppliers 加強與主要供應商的合作
56
3.50
1.08
103
3.18
1.05
33
3.03
1.19
192
3.25
1.09
2.370
0.096
Increase collaboration within the firm 加強公司內部合作
55
3.20
1.13
104
3.17
1.24
34
3.21
1.34
193
3.19
1.22
0.010
0.986
Increase collaboration with key customers 加強與主要客戶的合作
56
3.34
1.21
98
2.80
1.21
34
3.41
1.05
188
3.07
1.21
5.500
0.005
US&POL > FRU S \& P O L>F R
Develop/improve a risk management program 發展/改善風險管理計畫
53
2.72
1.25
102
2.58
1.32
32
3.00
1.30
187
2.69
1.30
1.310
0.272
Increase the utilization of business analytics 提高業務分析的利用率
Modify contractual terms with suppliers 修改與供應商的合約條款
51
2.49
1.17
100
2.22
1.11
30
2.33
1.12
181
2.31
1.13
0.970
0.380
Modify contractual terms with customers 修改與客戶的合約條款
48
2.50
1.24
97
2.14
1.14
32
2.44
1.13
177
2.29
1.17
1.800
0.169
Develop new commercial channels 開發新的商業通路
57
2.14
1.17
101
2.05
1.37
31
2.81
1.47
189
2.20
1.35
3.910
0.022
POL > FRP O L>F R
Nearshore/regionalize SC 近岸/區域化 SC
53
2.17
0.96
103
1.99
1.12
29
2.59
1.24
185
2.14
1.11
3.400
0.036
POL > FR>F R
Develop alternative markets for products 開發產品的替代市場
56
1.88
1.11
101
1.83
1.12
30
2.53
1.17
187
1.96
1.15
4.700
0.010
POL > US&FRP O L>U S \& F R
Increase number of products/ services offered 增加所提供產品/服務的數量
56
1.89
1.07
104
1.62
0.99
31
2.55
1.41
191
1.85
1.14
8.800
0.000
POL > US&FRP O L>U S \& F R
Reduce number of products/ services offered 減少提供的產品/服務數量
56
2.02
1.18
104
1.47
0.88
32
1.69
0.90
192
1.67
1.00
5.670
0.004
US > FRU S>F R
Note(s): Question: What strate listed below Scale: (1) not implemented at all; Source(s): Authors' own work 備註(s)：問題：下面列出了哪些策略 標度：(1) 完全沒有實施； 資料來源：作者自己的工作
Note(s): Question: What strategies did your firm implement in response to COVID-19? Please indicate the extent of implementation of the supply chain strate listed below 備註(s)：問題：貴公司針對 COVID-19 實施了哪些策略？請說明下列供應鏈策略的實施程度
謀求
respon
somewh
respon
somewh| respon |
| :--- |
| somewh |
{:[" se to "CC],[" at imple "]:}\begin{aligned} & \text { se to } \mathrm{CC} \\ & \text { at imple } \end{aligned}
