| 摘要: | 本個案研究之A公司為石化產業中游的特用化學品生產廠商，因其主要原料具有高揮發和易燃的特性，且供應時必需透過管線輸送，有強烈地域的限制，故其物流是一個主要的問題。因此，關鍵的管理任務是最佳化分配有限的生產資源，包括原料、儲存空間、產能、勞動力等，以創造最大的經濟效益。另外，特用化學品的另一個特點是少量多樣的交易模式，這依賴資深員工的經驗，導致了資源分配的另一個挑戰。
近年，A公司的經營團隊面臨獲利成長停滯的問題，同時A公司也面臨未來五年符合可退休的員工人數達五成以上，造成經驗傳承斷層的危機。
本研究針對主要管理職能進行了綜合診斷，發現在眾多的作業流程中報價流程是值得處理的最重要領域之一。而研究目的在提出一套改善報價流程的解決方案，包括重新定義日常營運的規劃，並改變日常運作的執行和控制作業。
本次評估方式以內部資料檢視、主要人員訪談、流程研討會議等方式進行，通過使用資訊系統如ERP的支持，來找出現行作業流程改善所面臨的瓶頸及機會點。
本研究所提出的解決方案目的在通過更好的報價流程以改善報價的利潤，並需同時考量過去的經驗以及日常作業人員不易整合的內外部資訊，內容主要包括兩個主要議題：建置利潤分析架構和新的報價標準作業流程的變更，以及介紹資訊系統協助制度化的可行性，並展開八個改善建議。該提案將有望可以改善A公司達到運營的有效性、永續經營及持續獲利成長的目標。;The focal Company A in this study is a producer of specialty chemical products in the midstream of the petrochemical industry. The major materials are highly volatile and prone to explosion. As a result, logistics is a major concern. Thus, the supply chain has to be regional and frequently employed pipelines for transportation. A key managerial task is to optimally allocate production resources, including materials, storage space, production capacity, labor, etc., to maximize economic benefits. Another characteristics of specialty chemicals is high-mix, low-volume production mode, which creates another challenge in the resource allocation problem, resulting in heavy reliance on experienced staffs.
Lately, Company A’s management team is faced the problem of stagnations in profit growth. On top of these, Company A is faced with a staff aging problem that over half of the staff will retire in the next five years. This results in a potential crisis in the fault of human resources.
This study carried out a comprehensive diagnosis of major managerial functions, and discovered that among many process cycles, the quotation process is one of the most important areas worth tackling. This study aims to propose a set of solutions in improving the quotation process, including redefinition of goals, and changes in execution and control of daily operations.
Data were collected through reviews of internal documents, interviews and discussions with key employee. Analysis of the existing processes reveals operational bottlenecks and opportunities in improvement through the use of information systems, such as ERP.
The proposed solution aims at improving the profit margin through a better quotation process, taking into account of past experience, and internal and external information that were previously unavailable to the staffs. Key components of the proposal includes a profit analysis frame, process changes in renewed standard operations procedures, and introduction of information systems to institutionalize the changes. These include eight major suggestions in two areas. The proposal will hopefully improve the effectiveness of Company A’s operations, resulting in transformation of the business, and achieve sustainable operations and growth in profit. |
