在全球化與高度分工的環境下，供應鏈風險已成為影響企業營運與競爭力的關鍵因素。既有供應鏈風險管理文獻多強調制度化流程與量化分析工具，然實務中企業常面臨資訊不完全與高度不確定性，使其決策未必依循理性與標準化模式 。
本研究以台灣電子產業為背景，選取A公司為個案，採質性個案研究法，分析單位聚焦於個案公司內部之供應鏈風險管理實務運作與決策機制，不延伸探討其他供應鏈夥伴之內部管理行為。透過訪談與次級資料分析，探討企業在實務中如何執行供應鏈風險管理。研究以風險識別、評估、處理與監控為分析主軸，並納入組織因素進行探討。
研究發現，企業在風險識別上仰賴早期介入與多元資訊整合；在風險評估上，偏向經驗導向與跨部門討論等非正式機制；在風險處理上，採取預防與反應並行策略；在風險監控上，則透過日常營運持續動態調整。同時，組織結構與跨部門整合程度對風險管理成效具有關鍵影響。
本研究指出，供應鏈風險管理在實務中呈現高度動態與情境依賴特性，並非完全依循制度化流程。研究結果補充既有文獻對實務運作之理解，並凸顯組織因素與非正式決策機制的重要性。

In the context of globalization and increasing specialization, supply chain risk has become a critical factor affecting firms’ operations and competitiveness. Existing literature on supply chain risk management (SCRM) predominantly emphasizes formalized processes and quantitative analytical tools. However, in practice, firms often face incomplete information and high levels of uncertainty, leading to decision-making that does not strictly follow rational or standardized models.
This study is situated in the Taiwanese electronics industry and adopts Company A as a case. The unit of analysis is strictly focused on the focal company’s internal operational practices and decision-making mechanisms regarding supply chain risk management, rather than incorporating the entire supply chain network or external partners. Using a qualitative case study approach, the research draws on in-depth interviews and secondary data analysis to examine how firms implement SCRM in practice. The analytical framework focuses on four key processes—risk identification, assessment, mitigation, and monitoring—while also incorporating organizational factors.
The findings indicate that firms rely on early involvement and the integration of diverse information sources for risk identification. In risk assessment, decision-making tends to be experience-driven and supported by cross-functional discussions and other informal mechanisms. For risk mitigation, firms adopt a dual approach that combines preventive and responsive strategies. In terms of risk monitoring, firms continuously adjust through day-to-day operations in a dynamic manner. Moreover, organizational structure and the degree of cross-functional integration play a critical role in determining the effectiveness of SCRM.
Overall, this study highlights that SCRM in practice is highly dynamic and context-dependent, rather than strictly adhering to formalized procedures. The findings extend the existing literature by offering a more nuanced understanding of real-world practices and underscoring the importance of organizational factors and informal decision-making mechanisms.

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