| DC 欄位 |
值 |
語言 |
| DC.contributor | 高階主管企管碩士班 | zh_TW |
| DC.creator | 呂長智 | zh_TW |
| DC.creator | Chang-chih Lu | en_US |
| dc.date.accessioned | 2009-5-18T07:39:07Z | |
| dc.date.available | 2009-5-18T07:39:07Z | |
| dc.date.issued | 2009 | |
| dc.identifier.uri | http://ir.lib.ncu.edu.tw:88/thesis/view_etd.asp?URN=964300017 | |
| dc.contributor.department | 高階主管企管碩士班 | zh_TW |
| DC.description | 國立中央大學 | zh_TW |
| DC.description | National Central University | en_US |
| dc.description.abstract | 根據統計,美國企業界因物流的施行而改善生產力平均大約為20%, 由此可以看出物流帶給企業界所產生的效益。雖然企業已開始意識到物流配送作業的重要性,同時目前市場上已有許多國內外的專業物流供應商存在,其所提供之服務也幾乎可涵蓋整個供應鏈範圍。但在資源有限,而企業又必須兼顧效率及市場需求的前題下,物流作業到底要自營、委外或部份自營、部份委外,則成為企業長、短期策略思考的一項重要抉擇。根據喬治亞理工學院於2007年針對歐、美、亞三大洲一些大型企業所做的調查發現,其中已有82%的企業使用委外物流。再佐以過去數十年物流產業發展趨勢看來,不難發現3PL作業只是其中一種必需且無法避免的過渡模式。未來有朝向整合3PL進而轉型為4PL的營運模式,甚至爾後將由一些大型的5PL公司主導未來趨勢。本研究以個案公司-M公司過去營運經驗及相關資料進行分析研究後,以拋磚引玉的方式提供日後有興趣的業者及研究人員一個參考的方向。
本研究係以台灣整體環境、物流產業現況與個案公司營運特質,以質性研究方式做一深入比較分析，同時就相關資料及文獻蒐集、分析後再進行個案訪談，最後以個案M公司在台灣過去40年物流作業發展歷史為基礎,進行不同階段策略的分析與探討。最後再就各種作業模式比較其優缺點,以試圖找出理想的發展模式。
個案公司為一國際性公司,對資源運用、成本分析及績效考量均有其一定模式與標準,尤其在其獨特的創新文化下,自行發展出一套部份物流委外的作業模式。在此套合作模式運作近15年後,不論從物流績效(時效、正確率、客戶抱怨件數及貨品損壞率)或成本控制等表現來看均有一定水準。此外,因為最初是以合作夥伴為開始的一種營運方式,個案公司與3PL公司共享部份資源,以達資源充分利用的目的。除此之外,彼此間也有足夠默契了解需求,且很多改善方案也都是站在雙贏的出發點考量。所以,個案公司的物流作業不僅有效控制成本及充分運用資源,更徹底發揮物流對企業的成效,是一個值得參考的對象。
| zh_TW |
| dc.description.abstract | According to the statistics, the productivity of enterprises in the USA has been averagely improved by 20% due to the implementation of logistics, which clearly shows the benefits that logistics brings. Although enterprises have begun to realize the importance of logistics distribution, and there exists many domestic or foreign professional logistics providers in the market whose service can almost cover the overall supply chain, yet due to limited resources enterprises need to make the critical decision for their short-term and long term strategies whether the logistics operation should be self-running, outsourcing or partially self-running, under the prerequisite to consider both efficiency and market demand. In accordance with the investigation of Georgia Institute of Technology in 2007 which targeted on large enterprises in Europe, America and Asia, 82% of them have adopted logistics outsourcing. Referring to the development trend of logistics industry in the past several decades, it can be easily discovered that 3PL operation is merely a necessary and inevitable interim mode; in the future the existing 3PL mode will probably transform into 4PL operation mode, or even some large 5PL companies may lead the future trend. This study analyzed the past operational experiences and relevant data of the case company – M company, and hopefully could provide a reference direction to those interested enterprises and researchers.
This study adopted the qualitative research method to conduct in-depth comparison and analysis in respect of the overall environment of Taiwan, the recent status of logistics industry, and operational features of the case company. It further proceeded with case interviews after collecting and analyzing relevant data and literature. Finally, based on the development of logistics operation that M company has in the past 40 years, this study probed into strategies in each different stage, and then compared the advantages and disadvantages of each operational mode in order to find out the ideal development mode.
The case company is an international one which has set up its modes and standards with regard to resource utilization, cost analysis and performance assessment. In particular, this company has self-developed an operational mode of partial logistics outsourcing under its unique culture of innovation. This cooperative mode has achieved a certain level in respect of logistics performance (efficiency, accuracy, customers’ complaints, and the defect ratio of products) or cost control after operating for around 15 years. In addition, the case company initiated this mode as a cooperative partner with the 3PL company and shared partial resources so that resources could be fully utilized; they also have sufficient mutual understanding, so many improvement projects are based on win-win consideration. As a result, the case company can effectively control the cost, fully utilize the resources and completely elaborate the very benefit of logistics towards the enterprise. It indeed can be considered as a good example for reference.
| en_US |
| DC.subject | 第三方物流 | zh_TW |
| DC.subject | 供應鏈 | zh_TW |
| DC.subject | 物流委外 | zh_TW |
| DC.subject | 後勤管理 | zh_TW |
| DC.subject | 流通技術 | zh_TW |
| DC.subject | Third Party Logistics | en_US |
| DC.subject | Supply Chain | en_US |
| DC.subject | Logistics Outsourcing | en_US |
| DC.subject | Logistics Management | en_US |
| DC.subject | Distribution Technology | en_US |
| DC.title | 企業物流委外之營運策略研究-以個案公司(M公司)為例 | zh_TW |
| dc.language.iso | zh-TW | zh-TW |
| DC.type | 博碩士論文 | zh_TW |
| DC.type | thesis | en_US |
| DC.publisher | National Central University | en_US |