內陸貨櫃集散站A公司之儲位流程改善;Improvement of the Storage Process of Company A, an Inland Container Yard

NCUIR > School of Management at National Central University > Executive Master of Information Management > Electronic Thesis & Dissertation > Item 987654321/81211

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Title:	內陸貨櫃集散站A公司之儲位流程改善;Improvement of the Storage Process of Company A, an Inland Container Yard
Authors:	尤姿鈞;Yu, Tzu-Chun
Contributors:	資訊管理學系在職專班
Keywords:	貨櫃集散站;翻櫃;預先整櫃;流程改善;企業流程再造;container yard;restorage;pre-marshalling;BPR;process improvement
Date:	2019-06-24
Issue Date:	2019-09-03 15:39:29 (UTC+8)
Publisher:	國立中央大學
Abstract:	本研究個案討論之 A 公司為內陸貨櫃集散站，主要為提供儲區裝卸貨櫃、裝卸貨品、通關清關及洗修櫃等服務為主。 A 公司秉持著「顧客第一、服務滿意」的熱誠經營理念，期以更高的轉運效率提高服務。在這個講求效率的時代，集散站也正應從被動服務提供商角色轉變為提升客戶價值的主動角色，以保持其競爭優勢。這些行動包括預先填充堆放的容器，預留空間，以及一些加速端到端處理時間的空間。本研究旨在朝著實現上述目標邁出一步。「事先知道」的概念是改進的主要基礎之一。該提案預計將改善平均等待時間，消除拖車的擁塞瓶頸，並提高公司形象。在改善過程中，主管的支持和員工的願景都是改進的重要因素。 A 公司還藉此機會推動企業再造與資源整合，找出自己的「核心競爭力資源」和「核心競爭力」，實現成本，質量，服務，速度等績效指標。 ;The focus of this study, Company A, is an inland container terminal. Its main business is providing storage areas for loading and unloading containers, goods, customs clearance and cleaning of containers. Based on the business philosophy of “service first, customer satisfaction foremost,” Company A has been committed to improve service levels with higher transshipment efficiency. In the age of efficiency today, the container yard are also being transformed from a passive service provider role to a proactive role that enhances customer value, in order to maintain its competitive advantage. These actions include pre-marshalling of staked containers, reservation of space, to mention a few, that accelerate the end-to-end processing time. This study aims to take a step toward achieving the above mentioned goal. The concept of “know beforehand” is one of the major foundations of improvement. The proposal is expected to improve the average waiting time, eliminating congestion bottlenecks for trailer trucks, and enhancing company image. In the process of improvement, the support of the supervisor and the vision of the employees are all important factors in the improvement. Company A also took the opportunity to promote the integration of enterprise reengineering and resources to find out its own “core competitive resources” and “core competitiveness” to achieve performance indicators such as cost, quality, service and speed.
Appears in Collections:	[Executive Master of Information Management] Electronic Thesis & Dissertation

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