NISSHA於1929年在京都成立，6年後即將邁入100周年的他們將「改變，為了成長！（Change for Growth）」視為企業核心文化，可以說，正因為不斷地變革及創新，NISSHA才能一路穩健地走來，成為一家具有深厚歷史的百年企業。
本個案將描述2010年代該公司的供應鏈建置情況，並對供應鏈的分斷和強化韌性的部分進行探討。
NISSHA的觸控感測器在光學特性和可靠性上與其他公司的產品形成了明顯的差異化，從而在市場上取得了領先地位。但是，遲遲未能優化模組化（感測器+LCD等）的供應鏈這一點也成了直接影響到未來成長的重要課題。NISSHA自2015年起開始建立模組供應鏈，並於2016年推出模組產品。在生產高峰期，其產能最高可達每月200萬件。然而，在建立供應鏈和進行量產的過程中，公司需要面對不同的企業、國家以及地區性的文化差異，再加上受到2018年的中美貿易戰以及2020年新冠病毒全球大流行的影響，供應鏈所面臨的挑戰已不僅僅是在實務操作和文化差異上，更涉及到該如何避免因政治和自然災害所帶來的業務風險。
1.1至第1.4，我們將以NISSHA的模組業務為例，說明利用外包廠商（生產委託方）建立供應鏈的流程。我們會參照與外包廠商（生產委託方）A公司的合作關係，來具體說明供應商評估、PLC、生產管理及品質管理的實際例子，以及建立體系的流程。值得一提的是，全球製造業的變革趨勢也推動了A公司進行了變革。本篇將以這兩家公司是如何在面對變革時建立起合作關係的過程為教材，深入解說建立供應鏈的基礎知識。此外，由於NISSHA的模組產品組件簡單，所以其供應鏈建置的內容非常適合供應鏈初學者和學生學習及理解。
1.5和1.6將透過回顧2018年的中美貿易戰和2020年全球大流行的新冠病毒，來探討供應鏈的分裂及其所面臨的挑戰。雖然中美貿易戰和新冠病毒大流行是兩個不同的事件，但它們在供應鏈上所產生的共通點都加劇了世界的分裂。在國家間的對立和疫情爆發前，企業可以根據人力成本和技術能力，在最適合的地區建立全球供應鏈。然而，隨著世界局勢的變動現在的供應鏈必須具備持續性和靈活性。這是所有大型企業共同面臨的一項重大挑戰。即使短期內找到了應對策略，長期的解決策略仍然難以確定。在尚未找到解決方案的情況下，我們可以做的是回顧過去的案例，並不斷模擬應對這些風險的策略。
在最終章的1.7裡，我們將從「韌性（復原力）」的視角深入探討供應鏈的重組。當前，全球大型企業都在努力減少對中國的依賴，然而要從已被譽為「世界工廠」的中國遷走供應鏈並非易事。舉例來說，中國有14億的人口，而東南亞各國的人口總數大約只有1億。若不將供應鏈分散到多國，很難維持原有的供應水準，所以要建立完全不依賴中國的供應鏈，可能是不切實際的想法。因此，各大企業在降低對中國的依賴程度時，也在探索新的供應鏈策略。目前，關於如何建立持久又具有靈活性的供應鏈，我們尚未找到完美的解決方案。但是，透過對過去經驗的分析以及對潛在風險的預測，我們可以嘗試找出當下的最佳解決方案。從外部角度看，密切關注客戶的動向十分重要；而從內部出發，深入了解並有效利用企業內部資源，將對全球供應鏈的重組起到關鍵的作用。
我希望能夠將這篇論文的研究成果應用於未來的供應鏈建置上，為NISSHA未來的100年貢獻出我的一份力量。同時，也希望這篇教學個案能對大家在供應鏈重組上提供些許的幫助。

NISSHA was founded in Kyoto in 1929 and is approaching its 100th anniversary in six years. Embracing "Change for Growth" as its core corporate culture, NISSHA has consistently progressed and evolved, establishing itself as a company with a rich history spanning nearly a century.
This case study will outline the company's establishment of its supply chain in the 2010s, focusing on the segmentation of the supply chain and the reinforcement of its resilience.
NISSHA’s touch sensors have achieved significant differentiation from those of other companies in terms of optical characteristics and reliability, securing a dominant position in the market. However, pressing issues have emerged due to the supply chain’s delayed optimization, particularly in the modularization of components such as sensors and LCDs, which is directly impacting future growth. NISSHA initiated the construction of a modular supply chain in 2015 and launched its modular products in 2016. During peak production periods, the capacity reached up to 2 million units per month. In establishing the supply chain and scaling up to mass production, the company confronted cultural differences across various enterprises, countries, and regions. Moreover, the supply chain faced additional challenges, not just operational and cultural, but also in mitigating business risks associated with political tensions and natural disasters, as seen during the U.S.-China trade war in 2018 and the COVID-19 global pandemic in 2020.
Sections 1.1 to 1.4 will use NISSHA's module business to demonstrate the process of creating a supply chain through production outsourcing. We will detail the collaborative relationship with Company A, the production consignee, to provide concrete examples of supplier evaluation, Product Life Cycle (PLC), production management, and quality control, as well as the establishment of a systematic process. Notably, Company A's transformation reflects broader industry trends in global manufacturing. This paper will thus serve as educational material, elucidating the foundational knowledge of supply chain establishment and the dynamics of collaboration amidst change.
Sections 1.5 and 1.6 will revisit the fragmentation of the supply chain and the subsequent challenges it encountered during the U.S.-China trade war since 2018 and the global COVID-19 pandemic in 2020. Despite being distinct events, their impact on the supply chain has exacerbated global divisions. Before geopolitical tensions and the pandemic outbreak, corporations were able to build global supply chains in regions most favorable to labor costs and technological capabilities. The evolving international landscape now necessitates supply chains that are both sustainable and flexible, posing a formidable challenge to all major enterprises. While short-term solutions may be identified, long-term strategies are still elusive. In the absence of definitive solutions, we can learn from historical case studies and continually model strategies to navigate these risks.
The final chapter, Section 1.7, will delve into the reorganization of the supply chain from the perspective of resilience. As large global enterprises endeavor to reduce dependence on China, relocating the supply chain away from the 'world's factory' poses significant difficulties. For instance, China boasts a population of 1.4 billion compared to the combined population of Southeast Asian countries, which is about 1 billion. Maintaining original supply levels without a diversified multi-country supply chain is challenging, and a complete shift away from reliance on China may be impractical. Consequently, while seeking to decrease dependence on China, these enterprises are also investigating new supply chain strategies. There is currently no perfect solution for establishing a resilient and adaptable supply chain. However, by analyzing past experiences and forecasting potential risks, we strive to identify the most effective solutions for the present. Monitoring customer behavior shifts externally is essential; internally, understanding and leveraging corporate resources is crucial for the global supply chain's reorganization.
I hope to apply the research findings of this thesis to future supply chain construction and contribute my part to the next 100 years of NISSHA. At the same time, I also hope that this teaching case can provide some help to everyone in the reorganization of the supply chain.

一、 日文文獻
Cohen, S., & Roussel, J. (2015). Strategic Supply Chain Management: The Five Core Disciplines for Top Performance [戦略的サプライチェーンマネジメント: 競争優位を生み出す 5 つの原則] (尾崎正弘 & 鈴木慎介, Trans.). 英治出版株式会社.（原著出版於 2013）
Goldratt, E. M. (2001). The Goal - A Process of Ongoing Improvement [ザ・ゴール: 企業の究極の目的とは何か] (三本木亮, Trans.). ダイヤモンド社.（原著出版於 1984）
https://books.google.com.tw/books?id=EyE1ngEACAAJ
山田正美. (2004). 図解よくわかるこれからの品質管理: なるほど!これでわかった. 同文舘出版. https://books.google.com.tw/books?id=wVwrAAAACAAJ
太田泰彦. (2021). 2030 半導体の地政学 戦略物資を支配するのは誰か. 日経BP. https://books.google.com.tw/books?id=tkpPEAAAQBAJ
江崎道朗. (2022). インテリジェンスで読み解く 米中と経済安保. 株式会社 扶桑社. https://books.google.com.tw/books?id=tdpkEAAAQBAJ
坂口孝則, & 牧野直哉. (2011). 大震災のとき!企業の調達・購買部門はこう動いた: これからのほんとうのリスクヘッジ. 日刊工業新聞社. https://books.google.com.tw/books?id=ydzWygAACAAJ
坂口孝則. (2021). 調達・購買の教科書(第2版). 日刊工業新聞社. https://books.google.com.tw/books?id=1rWgzgEACAAJ
菅間正二. (2003). 図解よくわかるこれからの生産管理: なるほど!これでわかった. 同文舘出版. https://books.google.com.tw/books?id=KosdNwAACAAJ
二、 中文文獻
Schindler, P. S. (2019). Business Research Methods 13e [企業研究方法(第13版)] (楊雪蘭, Trans.). 華泰文化出版社. （原著出版於 2018）
太田泰彦. (2022). 2030 半導体の地政学 [半導體地緣政治學] (卓惠娟, Trans.). 讀書共和國╱野人. https://books.google.com.tw/books?id=X6yIEAAAQBAJ （原著出版於 2021）
張簡復中. (2022). 供應鏈管理（第三版）. 新文京開發出版.
三、 英文文獻
Amit, R., & Zott, C. (2001). Value creation in e‐business. Strategic management journal, 22(6‐7), 493-520.
Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of management review, 11(3), 656-665.
Barney, J. B. (2013). Gaining and Sustaining Competitive Advantage. Pearson Education Limited. https://books.google.com.tw/books?id=FMtWngEACAAJ
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long range planning, 43(2-3), 195-215.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.
Cohen, S., & Roussel, J. (2013). Strategic Supply Chain Management: The Five Core Disciplines for Top Performance, Second Editon. Mcgraw-hill. https://books.google.com.tw/books?id=6ONgaPVgUy4C
Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3), 114-135.
Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons.
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2019). Strategic Management: Concepts and Cases: Competitiveness and Globalization. Cengage Learning. https://books.google.com.tw/books?id=WYjqvwEACAAJ
Johnson, C., & Christensen, C. (2008). Kagermann.(2008). Reinventing your Business Model.
Magretta, J. (2002). Why business models matter. In: Harvard Business School Boston, MA, USA.
Montgomery, C. A., & Collis, D. (1995). Competing on resources: strategy in the 1990s. Harvard Business Review, 73(4), 118-128.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1.
Penrose, E. T., & Pitelis, C. (2009). The Theory of the Growth of the Firm. OUP Oxford. https://books.google.com.tw/books?id=Y4F5McZjC9wC
Rothaermel, F. T. (2016). Strategic Management. McGraw-Hill Education. https://books.google.com.tw/books?id=SWEMjwEACAAJ
Schindler, P., Blumberg, B., & Cooper, D. (2014). EBOOK: Business Research Methods. McGraw-Hill Education. https://books.google.com.tw/books?id=9sovEAAAQBAJ
Sheffi, Y. (2005). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. MIT Press. https://books.google.com.tw/books?id=bfh2QgAACAAJ
Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180.
四、 網路文獻
Boston Consulting Group. (2021). グローバル・サプライチェーンのレジリエンスを高める. https://web-assets.bcg.com/a1/bf/47fffff74950852e089dcf27d9a2/designing-resilience-into-global-supply-chains-j-sept2020.pdf
NISSHA. (2021). connect.nissha.com. https://connect.nissha.com/filmdevice/en/nisshatouch/
Sharp. (2011). Sharp 2011年度 経営方針説明会. https://corporate.jp.sharp/ir/event/policy_meeting/pdf/shar110603_1.pdf
Sheffi, Y., & Jr., J. B. R. (2005). A Supply Chain View of The Resilient Enterprise. https://web.mit.edu/scresponse/repository/Sheffi_Rice_SC_View_of_the_Resilient_Enterprise_Fall_2005.pdf
一般財団法人海外産業人材育成協会. (2022). サプライチェーン強靭化 に向けたハンドブック. https://www.aots.jp/application/files/5916/4801/9719/Supply_Chain_Resilience_Handbook_JPN.pdf
大木俊和. (2021). 日本製造業復権の鍵は「顧客との壁」を打破するECM改革にあり. https://kpmg.com/jp/ja/home/insights/2021/04/dx-ecm.html
内閣府. (2021). 新型コロナウイルス感染症下の世界経済. https://www5.cao.go.jp/j-j/sekai_chouryuu/sh20-01/s1_20_1_1.html
任天堂. (2021). ゲーム専用機販売実績. https://www.nintendo.co.jp/ir/finance/hard_soft/number.html
国際貿易投資研究所. (2021). コロナ禍と米中対立下のASEAN. https://www.iti.or.jp/report_117.pdf
経済産業省. (2021). アジアでのサプライチェーン強靭化に向けた調査. https://www.meti.go.jp/meti_lib/report/2020FY/000173.pdf
経済産業省. (2021). 通商白書レシリエントなサプライチェーンの構築に向けて. https://www.meti.go.jp/report/tsuhaku2021/pdf/02-01-04.pdf