第五章 結論與建議
5.2 建議
針對本研究限制，對後續研究提出以下相關建議：
1. 本研究將公司登記資本額視為其中一個資源特性，由於法規限制承攬業最低成立 資本額至少為七百五十萬元，因此多數業者於公司成立申請登記時是以七百五十萬元底 線當作成立資本額資料，恐怕產生與現況實際資本額不符之情況，未來可考慮調查公司 實收資本額較能反映實際資源情況，進而探討實收資本額與脆弱度之間的關係。
2. 由於本研究是以宏觀的策略性角度來檢視承攬業之脆弱度和恢復力，因此僅調查 公司所屬的產業是否同時包含海運和空運貨運承攬，並未細部考量各公司是以海運或是 空運為主要業務，建議未來研究可更細緻考量公司特性是以海運或是空運為強項，藉以 深入探討航空和海運承攬業之脆弱度和恢復力差異。
3. 本研究目的是從策略性角度探求恢復力策略用於各種脆弱度的恢復力績效，研究 成果僅提供企業在選擇執行策略時的參考方向，然而四大恢復力策略用各脆弱風險因子 的細部施行策略並未涵蓋於本研究範圍之列，建議後續研究可針對承攬業策略執行細節 進行深入探討，可提供實務界更明確的參考依據。
4. 國際物流環節之脆弱度與恢復力分析，本研究是以業者之觀點，透過量表自行診 斷各環節之脆弱度以及恢復力是否存在顯著差異，建議後續研究可從顧客的觀點來評估 環節之脆弱度與恢復力，期望能從不同角度全面性的檢視環節之脆弱度與恢復力之差異，
幫助業者發現可以加強之服務缺口存在何處。
5. 由於世界各地對於貨運承攬業之法律規範和業務內容的限制不盡相同，因此所得 之結果僅適用於台灣國際貨運承攬業，若應用於其他產業或是國家時，恐怕會產生解釋 上的偏誤，建議後續研究於探討相關議題時宜做進一步驗證。
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附錄
問卷資料
國際物流系統之風險評估
問卷調查 敬啟者 您好：
為了瞭解『國際物流系統』之風險，本問卷針對提供國際物流服務之公司，特別設計 此問卷，本問卷調查有助於企業解決以下問題：
1. 透過本問卷所歸納之常見風險，可檢視企業遭受風險威脅的程度。
2. 彙整風險管理策略之適用度，得到控管風險之最佳策略。
3. 深入探討國際物流產業風險管理之現況並提出管理建議。
您所提供之寶貴意見對於本研究之發展與完整極具重要性，所有資料僅作為學術研究 之用，絕不會對外公開，敬請安心填答，謹此感謝您的支持及撥冗填答！
國立交通大學交通運輸研究所 指導教授：馮正民 博士
吳沛儒 博士
研 究 生：李禮卉
本問卷分為四部分，如下所示：
一、綜合評估各風險因子之同意程度與重要程度 二、綜合評估各恢復力策略在各風險因子之適用度 三、綜合評估國際物流系統環節之脆弱程度與恢復能力 四、受訪對象之基本特性
煩請先行參考本問卷
附件
(p.6-8)風險因子、恢復力策略之說明，以幫助填答，謝謝您！- 2 -
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四、受訪對象之基本特性
（請在方框中勾選「□」）1. 請問貴公司物流作業是否採用外包？
(例：長程運輸作業委外執行，搬運作業委外執行) 否
是，外包項目為：(可複選)
訂單處理 報關 搬運 運輸 裝卸 倉儲 顧客服務 資訊系統 其他：
2. 貴公司是否實施精簡策略？ (例：組織缺額採以遇缺不補，人車比採以無備援編 制數等)
否
是，精簡策略實施程度為：
極低20%↓ 輕微 20-40% 中度 40-60% 高度 60-80% 極高80%↑
3. 貴公司是否擁有自有運輸工具？
否
是，種類和數量為：(可複選)
飛機 架 船舶 艘 車 輛 4. 貴公司所屬的產業別為(可複選)：
航空貨運承攬業 海運貨運承攬業 航空運送業 海洋運送業 其他：
5. 貴公司台灣地區員工人數：
50 人(含)以下 51-100 人 101 人以上 6. 貴公司是否具有海外分公司：
是 否
7. 貴公司年營業額(新台幣)：
1 億元(含)以下 1 億元以上 8. 貴公司成立資本額(新台幣)：
750 萬元(含)以下 750 萬-1500 萬元(含) 1500 萬元以上 9. 貴公司主要投資來源為：
台灣投資 外商投資
10. 貴公司全球主要營運範圍包含：(可複選)
東南亞 東北亞 中國大陸 北美洲 中南美洲 歐洲 紐 澳 非洲
11. 請問您目前任職的公司名稱：
12. 請問您目前任職的部門： 職稱：
13. 請問您目前於物流產業之年資？
5 年以下 6~10 年 11~15 年 16~20 年 21 年以上
問卷到此結束，若對於問卷有任何疑問或意見，歡迎與本人連絡，傳真問卷請傳至 (02)2742-5356，網路問卷請寄至 [email protected]，再次感謝您的耐心填答！
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二、 恢復力策略說明 備援策略 (Redundancy)
定義 面對日常作業，預留多餘的人力、設備或車輛以應變突如其來需求之策略。
案例 與 1 家以上的物流業者合作以分散風險；
滿足運能只需 10 架飛機，但準備 12 架飛機來因應。
操作手段 預留多個資訊傳遞窗口；
預留人才、人力；
預留資源、資金、設備；
預留多個營運計畫；
預備多家供應商、合作廠商、客戶來源等…
敏捷策略 (Agility)
定義 當面臨災害時，可以迅速反應並從災害中恢復之策略。
案例 某地因水災導致機場關閉，立即採取替代路徑、替代供應商；
海運轉空運等緊急應變措施以求快速恢復運能。
操作手段 事先擬定緊急應變計畫；
緊急調度資金、資源；
採用替代路應、運送方式、設備、替代廠商；
透過訂價策略操控需求和供給等…
透過訂價策略操控需求和供給等…