供應鏈管理（Supply Chain Management）在各個產業都是備受探討的課題。從原料供應、製造加工再透過運籌物流轉送到消費者手上，大部分的研究在於探討如何透過物流、商流、信息流、資金流來拉通整個供應渠道。但一旦供應鏈中斷，大企業不但須承受巨額業績損失，還有等待恢復供應鏈所需要的時間成本，都遠超過平時維護供應鏈流通的費用。居安思維，尤其是近年來我們看到恐怖攻擊、中美貿易大戰、以及COVID-19都造成供應鏈的嚴重中斷。 對於不可預見的天災人禍，企業不分規模都需要有一套管理供應鏈風險的應急計畫（contingency plan），在預測災害快發生或是已經發生時，可以快速採取因應行動並把損失降到最小。 因此本研究以智慧門鈴為案例，探討供應鏈的風險控管 (Supply Chain Risk Management)，利用整合性資訊系統架構（ARIS）建立供應鏈風險管理流程。透過失效模型（FMEA）點出個案供應鏈部門與其他部門合作之間的潛在風險。另外透過風險優先指數（RPN）將影響大小排名以確定優先採取改進措施的先後順序。建構一套可以在平時就做到預防錯誤的機制，而且經理人可以用比較高的層次，將各不同功能的團隊組織起來，透過定期討論，持續改善流程讓它更能符合多變環境的需求。;Supply Chain Management has always been a topic in heated discussion among different industry. From raw material、assembly at production line and finally ship to consumers by different logistic methods. Majority of the studies investigate how to ensure the efficiency of merchandise circulation from logistics、business、information and money flow. Once encounter the disruption of supply chain, however, enterprises will suffer not only enormous loss from the revenue, but spend a very long time waiting for the supply chain recover to normal. These cost compared to maintain supply chain under normal practice are extremely huge that out of our expectation. Be prepared for danger in times of safety is a must, especially in these years, we encounter Terrorist attack、Trade War and COVID-19 all cause serious interruption to the supply chain. For those unforeseeable natural disasters or manual errors, all enterprises, no matter the scale, should have their own contingency plan. While the enterprise foresees the disaster is about to happen or already impact them, can quickly take action to react and minimize the loss of risk. Therefore, for this study we take smart doorbell as the case and discuss the supply chain risk management, utilize ARIS to setup the standard flow of execution. According to the R&R (Role and Responsibility) that the supply chain division plays and cooperate with other divisions in the company, listing out all potential risk by means of FMEA. Moreover, using RPN to rating the impact of the effect to decide the priority to take corrective actions. Build up an error proof process and implements it into regular working procedure. The manager could stand at the high point of view, organize all functional team to share the experience with each other by holding regular meeting, keep improving the process to adopt to the changeable environment.
