In the current business environment, manufacturers are required to adopt organizational approaches to manage supply chain risks. However, in terms of the response to the risks that have not been experienced in the past, leaving the decision-making to a few leaders increases the organization’s vulnerability. In such cases, self-initiated behaviors of the members other than the leaders are expected. This paper focuses on econo-political risks such as sanction tariffs resulting from the trade friction between nations. Through a case study of Ricoh’s production transfer from China to Thailand, this paper pays attention to “proactive behaviors,” which are observed among the supply chain members when the risk progresses slowly. This paper proposes that this type of behavior is different from those observed under sudden disruption risks with a significant impact, as discussed in previous case studies related to supply chain risk management of Japanese manufacturers.

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It is said that cooperation and consistency among the user company's management, user department, and IT department are important when implementing an information system. In recent years, fewer companies have attempted to implement information systems independently, and have instead chosen to outsource to vendor companies for implementation. Therefore, it is considered that the capability of vendor companies also affects the performance of information system implementation. This study conducted an exploratory case study of six Japanese companies that have implemented enterprise systems. The results of the case studies indicate that the IT capability of both the user companies and the vendor companies affects their performance when implementing enterprise systems.

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