東吳大學商學院碩士論文

EMBA

The Impact of Production Orders in Airsoft Gun

Industry Supply Chain Risk Perspective

103 6

I

16

18

11

101 EMBA

101 7 15 25 6

34 25

19

40

103 6

II

70

Airsoft gun

III

Abstract

Survival game was originally from the Midwest of the United States in early

1970. At that time, the Midwest was animal husbandry center in order to

facilitate the Cowboys for easy managing cattle or horses. Later on, Japan

started an Airsoft Game designed to closely simulate the real gun in combat,

which was similar to the Survival Games and became recreational leisure hobby

around the world. The manufactory deprived from Europe and USA is seeking

for cost saving factors. The Japanese factory is the best choice for them due to

the high qualification in the initiate stage. This industry in Taiwan is gradually

following up Japan tracing through the authorization agent, own brand,

manufacturer. The Airsoft gun industry in Taiwan has gained top marketing

share in the world and replaced Japan as the number one in the world.

This research is based on one of the Airsoft gun manufacturers in Taiwan and the

majority of its revenue is coming from overseas market. The company was

achieved successful by two criteria; one is the quality control and the other is

on-time delivery. The Bill of Materials for one Airsoft gun exceed over

hundreds components. Since most of parts are small and traditional, quality

control and on-time delivery are significant factors in production line. In

addition, the difficulty of customized process is increasing in Airsoft gun

production due to different local law regulations deprived in each country.

When facing small quantity; however, a variety of customer needs, the material

stability, flexibility on production line and shipment all become a big challenge

for Airsoft gun manufacturers in Taiwan.

IV

It is obviously to understand the whole situation from this investigation company.

We may observe how this company shall select the suitable vendors, to verify all

materials to meet the buyer demand, to detect all risks from the prevailing

processing among the supply chains. Even something wrong happened upon

this manufacturing process, this company also has his own solution activity to

resolve it. The study leads us to the strategy adopted more flexible to resolve

several discrepancy situations, no matter how this purchasing order is small.

The company is always to play a role to win all the deals and looks like a

survivor upon the prevailing market.

KeywordsManufacturing processSupply chain managementSupply chain risk

Airsoft gun.

V

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.................................................................................................................... 102

VI

1-1 .............................................................. 3

1-2.................................................. 6

2-1 ................................................................ 13

2-2 ................................................................ 15

2-3 ............................................................................ 23

2-4 .................................................................................... 28

3-1 ............................................................ 32

3-2 ................................................................................................ 37

3-3 .................................................................... 41

3-4 ........................................................................ 42

3-5 .................................................................... 43

3-6 .................................................................... 44

4-1 ................... 49

4-2 ....................... 50

4-3 ........................................................................ 51

4-3 .................................................... 55

4-4................................................ 59

4-5 ................................... 62

4-6 ........................... 63

4-7 .................................................................... 71

4-8 ........................................................ 71

4-9 ................................................................ 76

4-10 .............................................................. 80

5-1 ....................................... 87

VII

1-1 ...................................................................... 3

1-2 .................................................................................. 5

1-3 ................................................................................................ 10

1-4 ............................................................................ 11

2-1 ................................................................................ 15

2-2Michael E. Porters Value chain ......................................................... 17

2-3COSO-ERM ............................................................................. 19

2-4 ........................................................................ 21

2-5 ............................................................................................ 22

2-6................................................ 27

3-1 ............................................................................ 31

3-2 ................................................................................ 33

3-3 ............................................................ 34

3-4 ................................................................ 35

4-1................................................ 79

4-2................................................ 86

5-1 .................................................................... 91

1

Survival

Game2013 10 18 20

2011

SPA

70

Paint Ball

Airsoft gun

2

2013 1 1327

10 5 1327

2012 22 95

Toys, games, sports requisites; parts and accessories

11.4% 1-1

40

3

1-1

2008 2009 2010 2011 2012

122,868 128,811 138,662 165,875 164,834

105,186 61,993 73,570 90,433 106,218

27,027 32,408 55,556 73,819 76,362

18,388 16,122 17,578 19,439 32,439

41,359 32,226 32,944 29,095 28,897

32,039 28,594 32,564 26,320 26,478

20,075 20,057 19,444 20,202 17,815

10,055 10,222 13,013 12,385 12,925

1,369 3,553 2,251 3,191 2,830

2,982 2,215 2,612 2,828 2,750

1,485 1,575 1,474 1,359 1,351

556 917 747 706 457

725 713 649 340 381

285 126 130 116 197

511 248 168 105 85

124,937 151,409 177,903 191,449 195,607

509,847 491,189 569,265 637,662 669,626

2008 ~2012 95.

1-1

=

4

Airsoft gun

O 100

Hop

Airsoft gun

5

1-2

http://pimpmygun.doctornoob.com

1 Joule J

Receiver Barrel

Stock

Grip

Rails

Front

Sight Carrying

Handle

Rear

Sight

Buffer

Tube

Flash

Hider

Silencer

6

MITMade in Taiwan MICMade in China

1

1982

30

1-2

1-2

2012

KWC 1982/6/22

Air/CO2 gun

/GBB

2,900 2~300

KWA 1988/6/7

AEG

GBB

1,000 1,000

UHC 1989/10/23

1,000 7~800

G&G 1993/9/1

AEG

GBB

2,400 1,000

1 BTOBuild

to Order MTOMake to Order

7

1-2

2012

SRC 1993/12/6

AEG

GBB

1,000 3~400

ICS 1996/7/15

AEG 2,000 3~400

VFC 2004/4/20

AEG

GBB

5,000 8~900

KJWORKS 2006/1/25

GBB 1,000 1~200

2012

2004

BB

1327 2

9

100 60%

4 200

2

(1) KWC 1996 ISO 9002 ISO BB

BB Airsoft GI BB

(2) KWA BB Airsoft GI BB

(3) G&G ISO9001

(4) VFC BB

8

E-mail

SkypeLineFacebook

E-mail

QA

9

W.E. Deming1950

1.

2.

10

1-3

2014

11

1-3

102 103

9 10 11 12 1 2 3 4 5

1.

2.

3.

4.

5.

6.

7.

8.

9.

10 20 40 50 60 75 80 90 100

1-4

12

COSO-ERM

1950

1980

2008

2008

2.0 2-1

13

2-1

1950

1950~1970

Logistics

ManagementBusiness

Logistics

Inventory Management System

1970~1990

Physical Distribution

1980

1990~1995

JITJust In Time

Kanbans

Agile

1995~2000

Sub-assembly

2000

14

2-1

2.0

Web 2.0

Web 2.0

2.0SCM

2.0

2008

Supply Chain CouncilSCC

Council of Supply Chain Management

ProfessionalsCSCMP

Right ProductRight TimeRight

QuantityRight QualityRight Status

15

Right Place

2-1

2-2

2-2

Keith Oliver and

Webber

1982

Keith Oliver and Webber

Right

Product

Right

Time

Right Status

Right

Quality

Right

Quantity

16

2-2

Jones and Riley

1985

Jones and Riley

Houlihan

1985

Houlihan

Michael E. Porter

1985

Porter Competitive AdvantageCreating and Sustaining

Superior Performance

Value chain

The Council of

Logistics Management

1986

C.L.MThe Council of Logistics

Management

Stevens

1989

Stevens

Cooper & Ellram

1990 & 1993

Cooper & Ellram

Lambert Cooper &

Pagh

1998

Lambert Cooper & Pagh

20002008

17

2.0

Porter Value chain

2-2

2-2Michael E. Porters Value chain

1.

18

2.

3.

4.

1.

2.

3.

ERP

19

COSO Committee of Sponsoring Organizations of the Treadway

Commission 1992 Internal Control -

Integrated FrameworkICIF COSO Report

Risk Assessments

2004 COSO COSO -

Enterprise Risk Management COSO - ERM

COSO 2-3

2-3COSO-ERM

1992

COSO

20

COSO - ERM

COSO - ERM

2010 COSO

S&P Keeney Raiffa1993

2-4

21

2-4

2010

/

22

Qualitative Analysis

Risk Matrix

2-5

2-5

23

Adam Smith

Henry Ford

Ohno TPS Lean Production Nakajima

TPMJIT

Taylor

2-3

2-3

Of the

Division of

Labour

Adam Smith

(1776)

Adam Smith

Mass

Production

Push

Production

Henry Ford

1800~1932

20 Henry Ford

7,882

Ford

12 28

1 33

24

2-3

Mass

Production

Push

Production

Henry Ford

1800~1932

Taylor

Scientific

Management

Taylorism

Frederick W.

Taylor

1911

1881 Taylor

1911 Taylor The

Principles of Scientific Management

Scientific Management

Taylorism

Taylor

1.

2.

3.

4.

5.

25

2-3

Lean

Production

TPS

Toyota

Production

System

Pull

Production

Taiichi Ohno

1948~1975

TPS

Piggly Wiggly Piggly

Wiggly

JITJust In Time

JIT-Just in time

TPMTotal

Productive

Maintenance

Seiichi

Nakajima

1970~1980

TPMTotal Productive Maintenance

Preventive Maintenance

1950 1960

1971 Japan

Institute of Plant MaintenanceJIPM

JIPM 1989 TPM

26

Taylor

Alderson1950

Bucklin1965

van Hoek2001

Chopra and Meindl2001/2004

Tailored Postponement Strategy2004

27

Samadhi, T. M. A. and Hoang, K.1995

MTSMake to Stock

ATOAssemble to OrderMTOMake to Order

ETOEngineered to Order

2-6

2001

2-6

Samadhi, T. M. A. and Hoang, K.19952001

Forecast

MTSMake to Stock

ATOAssemble to OrderMTOMake to Order

ETOEngineered to Order

2-4

28

2-4

MTS

ATO

MTO

ETO

29

2001Adan and Wal1998

Kingsman et al.

1996 Carravilla et al.1995

1.

2.

3.

4.

Qualitative AnalysisRisk Matrix

30

BTFBuild to ForecastBTOBuild to Order

CTOConfiguration to Order

31

2004

10

100 3-1

3-1

10%

70%

20%

32

3-1

70%

3-1

10%

70%

20%

3-2

33

3-2

()

()

34

COSO-ERM

2010

3-3

3-3

35

Qualitative Analysis

3-4

3-4

36

Case Study

Descriptive Study

Semistructured InterviewsNonparticipant

Observation

Secondary Qualitative Study

37

Semistructured Interviews

Guided Interviews

3-2

3-2

1.

2.

3.

4.

5.

1.

2.

3.

4.

38

3-2

5.

6.

7.

1.

2.

3.

4.

1.

2.

3.

4.

5.

1.

2.

3. /

4.

5.

/

39

3-2

1.

2.

3.

4.

5.

6.

7.

1.

2.

3.

4.

5.

production order

40

Nonparticipant Observation

1. Who

2. What

3. When

4. Where

5. Why

6. How


excel


41

Enterprise Resource PlanningERP

3-3

ERP

1.

2.

ERP

1.

2.

3.

1.

2.

2013

42

3-4

3-4

/

1 5 A

1 5 B

1 5 C

2

10

4

D

E

1 2 F

2

2

1

G

H

S1

1

3

I

Semistructured

InterviewsNonparticipant Observation


43

3-5

/

1.

2.

1.

2.

2013

2012

2013 ERP

44

3-6

1.

51%

51%~70%

70%

2.

2012 2013

2013 2012 1.5

2013 >2012 1.7

1.

2012 2013

2013 2012 1.5

2013 >2012 1.7

2.

2012 2013

2013 2012 1.5

2013 >2012 1.7

2012 2013

2013 2012 1.5

2013 >2012 1.7

45

3-6

2012 2013

2013 2012 1.5

2013 >2012 1.7

2012 2013

46

()

1.

Enterprise Resource Planning ERP

2.

47

Payment term

(A)

Shot Show

(A)

3.

Christmas

8 8

(A)

4.

48

5. ERP

ERP Excel

ERP

delay

(A)

6. 4-1 2013

34.3%

31.0% 34.5%

49

4-1

2012 2013

53.0% 2.9% 9.5% 40.1% 2.0% 7.3%

1 32.6% 23.4% 24.7% 35.3% 32.3% 32.8%

31~45 7.1% 17.8% 16.4% 7.6% 16.9% 15.6%

2 3.1% 6.0% 5.6% 13.1% 14.1% 14.0%

3 4.0% 15.9% 14.3% 2.3% 17.3% 15.2%

4 12.3% 10.7% 1.5% 12.5% 11.0%

6 13.4% 11.6% 4.4% 3.8%

7.8% 6.7% 0.3% 0.3%

0.1% 0.6% 0.5% 0.0% 0.2% 0.2%

100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

>

2012 2013

2012 26.3%2013

30.4% 2013

2013

7. 4-2

A D 2012

C 25.7% C 2013

2012 2.7

50

4-2

2012 2013

A C D A C D

4.9% 20.5% 14.1% 9.5% 4.70% 8.40% 11.70% 7.30%

1 16.1% 48.1% 28.9% 24.7% 23.10% 42.60% 38.00% 32.80%

31~45 12.0% 17.2% 34.9% 16.4% 16.70% 11.20% 21.80% 15.60%

2 7.2% 4.2% 0.7% 5.6% 25.90% 3.00% 5.20% 14.00%

3 18.3% 1.6% 14.8% 14.3% 12.90% 22.50% 6.00% 15.20%

4 14.6% 6.0% 10.7% 14.00% 11.40% 2.00% 11.00%

6 17.4% 0.1% 2.4% 11.6% 2.60% 0.40% 13.90% 3.80%

9.5% 0.0% 4.1% 6.7%

0.50% 0.60% 0.30%

2.3% 0.5%

0.90% 0.20%

100.0% 100.0% 100.0% 100.0% 100.00% 100.00% 100.00% 100.00%

2013 2012 6.7% 274.3% 25.0% 49.2%

>

2012 2013

8.

P/IProforma Invoice

Business

51

(A)

9. 2013 2012

4-3

2013 2012

0.9% 4.2%

0.1% 0.2%

=

2012 2013

10.

(1)

(2)

Ready to Sale

(3)

52

()

1.

2.

(1)

(2)

(3)

3.

Forecast

B C

53

LRP

2

(B)

4.

A

ERP B

A

2013

5.

54

(B)

(B)

6.

A

7. ERP

4-3

55

2012

2012

4-3

2012 2013

82 115

(A) 1,221 2,372

2,559 1,238

(B)

1,709 1,153

33 ( 40.2%) 29 ( 25.2%)

>=50% 36 ( 43.9%) 49 ( 42.6%)

(=BA) 1.4 0.5

2012 2013

8.

(1)

(2)

56

(3)

ISO

(4)

(5)

()

1.

2.

57

3.

4.

BOM

RD

(D)

5.

58

(B)

6. 4-4

A D

C AD

C AD

AC C

AD C 1:3

AD C

C C

4-6

59

4-4

2013

2012

2013

2012

2012 2013 2012 2013

A 12.4% -24.1% 5.5 8.2 0.7 1.0

C 232.2% 49.8% 4.8 10.7 0.6 1.3

D 37.4% 22.1% 4.3 4.8 0.5 0.6

56.8% 0.1% 5.1 8.1 0.6 1.0

1 B B

2

2012 2013

7.

(1)

(2)

(3)

60

()

1.

2.

2013

(E)

3.

61

A 10 B

1

RD

(D)

Excel

4.

QA (D)

62

(D)

5.

1 1/4 4-5

4-6 1/3

1:1

4-5

1 1 2 3 4 5 8

A 2 3 2 3 1 1 12

B 1 1 2 4 2 1 11

C 3 1 3 1 8

D 3 2 1 1 2 9

9 7 5 7 3 7 2 40

1 1 2 3 4 5 8

A 16.7% 25.0% 16.7% 25.0% - 8.3% 8.3% 100.0%

B 9.1% 9.1% 18.2% 36.4% 18.2% 9.1% - 100.0%

C 37.5% 12.5% - - - 37.5% 12.5% 100.0%

D 33.3% 22.2% 11.1% - 11.1% 22.2% - 100.0%

22.5% 17.5% 12.5% 17.5% 7.5% 17.5% 5.0% 100.0%

2013

63

4-6

A 8 4 12

B 9 2 11

C 5 3 8

D 8 1 9

30 10 40

2013

6.

7.

(1)

(2)

SOP

(3)

64

()

1.

2.

3.

4.

65

(F)

(F)

5. 2013

6. A

1 A

2

5

66

(F)

7.

(1)

(2)

(3)

()

1. IQCIncoming Quality

ControlQAQuality AssuranceOQC

Out-going Quality Control

2.

ERP

67

SIP

QA

QA

3.

QA

QA

RD

(G)

68

4.

(1)

(2)

RD

69

(H)

5.

(1)

SIP

(E)

(2)

2013

4 2014 4 2

11

6.

Trust

70

QA

QA

2013 1,000

pcs

(G)

case

(G)

7. 2012 2013 12

5%

71

2012 2012 1.6%2013

3.2% 4-7

4-8

4-7

2012 2013 2012 2013 2012 2013

>=10% 2 5 174 1,034 10.9% 12.0%

72

8.

(1)

(2)

9.

(1)

(2)

(3)

SIP

(4)

73

(5)

() S1

1. S1 CNC

CNC Computerized Numerical Control

8 2014 7 2

10 8

2 24

2.

3.

CNC

74

CNC

4. 3

MOQMinimum Order Quantity

HK416

2,000 3,000

200 300

(I)

75

5.

6~10

(I)

6. 2013 2012

9 4-9 20

A BC

10

76

OK 10 10 OK

(I)

4-9

2012 2013

261 276

1 11

0.4% 3.99%

1 2

2012 2013

7.

77

(I)

8.

(1)

(2)

78

() S2 E

1. S2

2. E

3.

4. E

3C

CNC

5.

2014

79

Fishbone Diagram

4-1

4-1

80

4-10

4-10

1.

2.

1.

2.

1.

2. Forecast

1.

2.

1.

2.

1.

2.

1.

2.

1.

2.

2014

81

3-6

2012 2013 ERP

()

1.

2.

(1)

a. 1.5

b. 1.5 55.7%

(2)

a. 2013

82

2013 2012

(2) 2013 2012

49.2%

4.

(1)

(2)

()

1.

2.

(1) 2013 2012 2012

1.6%2013 3.2%

(2) 31 2013 2012

83

3.

(1) 201320122

31 2012

(2) 2013

0.5 2012 1.4

1.5

55.7%

4.

(1)

(2)

(3)

()

84

1.

2. 2013 2012

(1) 2013 2012

(2) 2013 2012 56.8%

5.1 8.1

3.

2013 2012 2012

56.8% 0.1%

4.

(1)

(2)

85

4-2

86

4-2

2014

NG OK

OK

NG

OK

/

/

/

/

/

/

87

5-1

88

5-1

2 3 Forecast

89

Ready to Sale

91

5-1

5-1

-

-

-

-

-

-

-

-

-

-

94

1. 2010 13

2010 6 26 217-231

2. 2011

Taiwan Economic Review39:32011

373-402

3. 2004

4. 2013

2013 6 27

5. 2001TPS

6. 2001TPM-

7. 2006-DBR

8. 20092009 1 1

95

9. 2004

10. 2001

11. 2001 BOM

12. 2000

13. 2008--

14. 2008

15. 2003 DBR

16. 2007

17. 2010 K

18. 2012

19. 2007

96

20. 2009

2009 09 489-518

21. 2001BTO/CTO

22. 2009-

EMBA

23. 2007MTS MTO MTS

24. 2002

25. 2006

-2006

11

26. 2010

27. 2009MIT The Resilient

Enterprise: Overcoming Vulnerability for Competitive Advantage

2009 12 31

97

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20. Smith, Adam (1776), Of the Division of Labour, The Wealth of Nations,

pp.30-35.

21. Taylor, Frederick Winslow (1911), The Principles of Scientific

Management.

22. Taylor, Frederick Winslow (1916), The Principles of Scientific Management,

New York: Norton.

23. Vazquez-Bustelo, D., Avella, L., and Fernandez, E.(2007), Agility drivers,

enablers and outcomes, International Journal of Operations & Production

Management, 27(12), pp.1303-1332.

24. Venkatesh J (2005), An Introduction to Total Productive Maintenance

(TPM), 20 Oct, 2005.

100

1. AIRSOFT GI Official Web Sitehttp://www.airsoftgi.com/

2. Federal Business Opportunities Government Official Web Site

https://www.fbo.gov/

3. G&G http://www.guay2.com

4. ICS http://www.icsbb.com/

5. International Trade Centre Official Web Sidehttp://www.trademap.org/

6. IWA Official Web Sitehttp://www.iwa.info/en/

7. KJWORKS http://www.kjworks.com.tw/main.php

8. KWA

http://www.junglegun.com.tw/brand-2-c0-KSCKWA%28%E5%8F%B0%E7

%81%A3%E5%A5%95%E5%87%B1%29.html

9. KWC http://www.kwcgun.com

10. SRC http://www.starrainbow.com.tw/

11. The SHOT Official Web Sitehttp://www.shotshow.org/

12. UHC http://toygunuhc.com.tw

13. VFC http://www.gb-tech.com.tw/

14.

http://www.taiwantoy.org.tw

15. http://www.mof.gov.tw/

101

16. MIT - BB

2013 4 29 1327 106-108

17.

https://fbfh.trade.gov.tw/rich/text/comindex.asp

18. http://travel.udn.com/mag/travel/storypage.jsp?f_ART_ID=46099

19. http://www.libertytimes.com.tw/2013/new/oct/20/today-life6.htm

102

2007

Air Gun

pellets4.5mm5.5mm

6.35mm4.5mm BB

4.5mm 4.5mm

330m/s

Airsoft Gun

6mm 6mm

BB 1 J

1.

103

BB

2. BB

8.4V~11.1V

3.

BB

Blow Back

BB

104

250C

330C

東吳大學商學院 碩士論文

Documents

東吳大學商學院碩士論文