| 摘要(英) |
The quality management is a common topic among the enterprises, whatever the tangible products or the intangible service be, it should provide customers with the best quality especially the one belong to Food industry. Recently the raising of customers’ awareness in particular on the food safety issue has been pushing the governmental authority to focus on controlling and monitoring the food safety related aspects, as a result, the drastic change in food industrial environment including the consumption market trend and the relevant law/regulation have led the enterprise liable to lose business and jeopardize reputation due to some area being overlooked. Nevertheless, many enterprises are still dealing with “Quality Cost” as “Sunk Cost” and take it as a padding for compliance with regulatory requirement or customer’s requirement only. However, it was noted that part of the food enterprises had started to seek for quality competence and growth strategy already.
This study selected the edible oil industry owing to who has possessed vast multilevel influence in Food industry, to this regard, the company “F” was picked up as target company for research in view of its business scale and typical character in the edible oil manufacturing.
The research was proceeded by means of collecting relevant paper/thesis, case study, and personal interview in depth on the spot to understand “F” company’s investment plan pertaining to quality management integration and improvement process, also reviewing various directions of job assignment, staffing, organization and technical-wise to illustrate the problems they had confronted and the corresponding solution actions they had taken so that the “F” company’s strategic objective and accomplishment in specific project as well as the key success factors can be concluded.
This study discovered the facts when the company encountered a drastic business environment change, how they decided to upgrade the quality management system to a more integral level, in the meantime, how they implemented a series of organization re-engineering covering human resource and financial in order to get a strong competitive product quality far beyond competitors, and achieve finance performance in both revenue and profit as well. Additionally, this study also found that the third party inspection company “S” played an important role during the course of “F” company’s reform process. “S” company’s involvement in service supply chain was not liable to price competition, but provided related food regulations for follow-up, enhanced inspection/laboratory testing technology, and offered consultancy/suggestion for an advanced quality management development during “F” company’s entire quality promotion and improvement process.
Last but not least, this study suggested companies/enterprises, under limited resource, should make appropriate capex investment in quality management along with effective branding promotion activities for purpose of creating unique competitive advantage and keeping continuous growth in the traditional but very severe competition market of Food Industry. |
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