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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/1439

    Title: 營造廠對模板工班錐形整合模式之研究;Study on Taper Integration of Construction Firms- The Case in Formwork
    Authors: 傅國珍;Kuo-Chen Fu
    Contributors: 土木工程學系碩士在職專班
    Keywords: 核心能力;競爭優勢;錐形整合;工班內部化;taper integration;competitve strategy;outsourcing;subcontracting
    Date: 2004-07-09
    Issue Date: 2009-09-21 09:29:14 (UTC+8)
    Publisher: 國立中央大學圖書館
    Abstract: 工程外包與內製都有其缺陷,採用折衷方式選擇較具規模及關鍵核心工種做為內部化的選項,可解決大部分工程問題及加強技術、品質及管理能力,這就是錐形整合策略的構想。 藉由工班內部化,將營造公司管理面直接深入工班內部進行實際掌控,避免分包商的不確定因素(品質差異大、進度難掌控、放管等)的產生,能以管理工班的技能做為「核心能力」,從事工法創新、技術研發、品質提昇、效率改善等方面,以達成節省成本、客戶滿意為目標,才有機會形成低成本領導、差異化的雙重核心競爭力,帶給營造廠競爭優勢,做為永續經營的基礎。 本研究期能喚起營造廠對工班管理的重視,經由專家訪談、現況分析與錐形整合模式模擬應用,得到以下發現: 1. 傳統營造廠轉型成為錐形整合的營造廠,成立新事業部,就組織規模、施工管理、工班規模、人力資源等方面考量之下是可行的,且對未來工程業務的擴充及核心競爭力的提升,都有明顯的助益。 2. 在差異化策略上以市場區隔、優異品質、快捷工法、安全衛生為評估要項;在成本領導策略上以交易成本、規模經濟、經驗曲線、管理技術及創新研發為評估要項,做為分包或選用工班內部化型式之決策,是可行的方式。 3. 對錐形整合的層級上,依專案工地與模板事業部之間的權責關係,可發展出完全內部化、主導式內部化、支援式內部化、專案式內部化等四種整合管理模式。 4. 能以四種內部化工班類型所對應之人力組成、權責分配、組織架構、預算編配及人事管理等,做為錐形整合管理模式之評估程序。 5. 限制:完全內部化應考慮未來承接案量的穩定性;主導式及支援式內部化應考慮內部工班與分包工班之協調;專案式內部化應考慮定期或臨時勞工來源與工班組合方式。 Outsourcing, particularly by subcontracting,is a prevalent means employed by construction firms to carry out construction activities. The advantage of outsourcing is multitudinous, and specialty firms are able to flourish with the beautity of specialization. However, outsourced firms are decision units, independent of the employing construction firm's value system. In times of hardship or other complicated business environment, this outsourcing structure can seldom withstand the test of changes. The opposite direction, namely vertically integrating outsourced firms, remains a formidable choice as ever. One realistic approach to encounter the difficulty is to form a taper integration structure with the outsourced firms. The theme of this work is to explore the possible spectrum of strategy related to taper integration, as the core competence to navigate through hard times. It is found that the central issue surrounds the level of organizational re-engineering when work crews are part of the construction firm. Based on interviews and case study, this work confirms the merit of taper integration. The main findings include: 1. taper integration is best suitable for activities of critical path, large volumes and labor intensiveness. 2. taper integration is amiable to a construction firm's differentiation and shows potential in reducing transaction costs in outsourcing. 3. a taper integration relationship is formed through the mixture of different levels of specialty integration. 4. business scale is the determinant of taper integration and the shaping factor of the crew size.
    Appears in Collections:[土木工程學系碩士在職專班] 博碩士論文

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