客戶導向企業物流流程再造之研究─以電子零件製造業D公司為例

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题名:	客戶導向企業物流流程再造之研究─以電子零件製造業D公司為例
作者:	徐榮利;Hsu, Jung-Li
贡献者:	高階主管企管碩士班
关键词:	物流倉儲業;企業流程再造;工業化4.0;logistics warehousing;business process reengineering;industrialization 4
日期:	2018-07-19
上传时间:	2018-08-31 14:32:10 (UTC+8)
出版者:	國立中央大學
摘要:	近年來，由於大陸環境的轉變及人力成本的上揚，在中國的台資企業面臨相當多的挑戰與不確定因素。但是因為全球物流倉儲活動的興起與蓬勃發展，加上工業化4.0浪潮的興起，也使得台資企業在困境中另外找到一條降低成本增加利潤的途徑。個案公司在中國大陸設廠多年，也同樣承受中國經濟環境轉變的影響，本研究的目的，希望能夠透過深入分析個案公司的現況，找出個案公司因為策略轉變而影響個案組織運作之主要因素，並且以企業流程再造的方式對個案組織進行分析，探討個案組織能加以改善的作業及方向，最後分析及歸納此次對個案組織的研究，並對於個案組織未來改善提出建議。本研究依據Michael Hammer (1993)所提出的流程再造中的流程診斷及流程重新設計為基礎進行深入分析。探討個案公司為了增加銷售，將接單策略及生產型態轉變為少量多樣，再加上近年來全球電子原件的原物料短缺的影響，到個案公司人事凍結，以縮減人事成本，及個案組織的儲存作業空間不足，以至於為配合個案公司的運作，個案組織的作業日益艱難，為了解決這樣的困境，本研究對個案組織採取了一連串措施改善的探討及建議，希望藉由這些建議改善，能夠減輕個案組織所面臨的作業負荷，並且達到個案公司縮減人事成本，增加公司利潤的目標。最後本研究藉由探討個案組織之企業流程再造過程，得到以下結論：一、審慎透過合併或簡化流程來達到減少工作的目的，；二、多方評估以挑選合適的智能化工具；三、掌握關鍵因素，取得改善契機。;In recent years, due to the transformation of the mainland environment and the rising cost of manpower, Taiwan funded enterprises in China are facing many challenges and uncertainties. But because of the rise and flourishing of the global logistics and storage activities, and the rise of the 4 wave of industrialization, it also makes the Taiwan enterprises find a way to reduce the cost and increase the profit in the difficult situation. The purpose of this study is to find out the main factors that affect the organization and operation of a case company through a thorough analysis of the current situation of a case company, and to the case group in the way of business process reengineering. The fabric is analyzed and the work and direction of the case organization can be improved. Finally, the research on the case organization is analyzed and summarized, and the suggestions for the future improvement of the case organization are put forward. This research is based on process diagnosis and process reengineering in process reengineering proposed by Michael Hammer (1993). The design is based on an in-depth analysis. In order to increase sales, case companies have changed the single strategy and production pattern to a small variety, plus the impact of the shortage of raw materials in the global electronic components in recent years, the freezing of personnel in the case company, the reduction of personnel costs, and the shortage of storage space in the case organization, as well as the operation of the case company. In order to solve this dilemma, the case organization has taken a series of measures to improve the case organization, and hope that the improvement can reduce the workload of the case organization and reduce the cost of personnel and increase the profit of the company. Please. Finally, by discussing the process of business process reengineering of case organization, we get the following conclusions: first, prudently through merging or simplifying the process to reduce the purpose of the work; two, multiparty evaluation to select the appropriate intelligent tools; three, master key factors, and get the opportunity to improve the good.
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