| 摘要: | 隨著網路的出現、電商的崛起及社群媒體的影響，依賴實體門市創造主要業績的品牌服飾業者遭遇到了不少的挑戰。而在快時尚產業的衝擊之下，傳統成衣業者其商品設計、研發、生產週期較長的作業流程也顯得十分笨重、沒有效率。
個案公司每次舉辦訂貨會時，訂單相關作業都會發生延遲，導致後續作業跟著延遲，進而造成公司營收的損失。經分析後找出主要問題為： (1) 商品下單重要資訊並未明確提供給相關作業人員，作業人員無足夠資訊可參考，造成作業反覆進行 (2) 整併布相關作業要等到調單作業完成匯入系統後才能進行，作業流程有改善空間 (3) 流程中許多人工作業，效率不佳又容易出錯。
本論文建議K公司將原有作業流程拆分為兩個獨立的流程。第一個流程將相關作業電子化並進行流程調整，讓整併布相關作業能夠與調單作業同步進行，提升整體作業效率。第二個流程讓部分商品毋須經過調單過程，直接進入原料採購等後續作業，效率大幅度提升。流程改善後除了能為個案公司減少作業時間外，還能為企業每年創造更多的營業收入。
;With the phenomenal growth of the Internet and e-commerce, coupled with the influence of social media, brand apparel companies that rely on physical stores for revenue generation have encountered insurmountable challenges. Under the impact of fast fashion, the traditional garment industry′s product design, R&D, and production cycle appears to be very cumbersome and inefficient.
The focus of this study, Company K, is an apparel brand operator. It organizes a procurement conference every season, for its channels to place orders. However, every season, the order-related operations were delayed. This results in delays in subsequent operations, which in turn denting its revenue and profit. This study attempts to looking into the problem, and identified the major bottlenecks. First, the important information of the order placed is not clearly communicated to the officer in charge, who then work with insufficient reference information, resulting in repeated pre-order adjustments. Second, fabric consolidation and replacement related operations do not start before pre-order adjustments is completed. Third, there are many manual operations that are inefficient and error-prone.
This study proposes the followings. First, split the original operations into 2 processes. The first process digitizes related operations and adjusts the process, so that the fabric consolidation and replacement related operations can be performed concurrently with the pre-order adjustments, and the overall work efficiency could be improved. The second process allows some products to go directly to follow-up operations such as raw material procurement without the need to go through the pre-order adjustment process. Through these improvements, efficiency is expected to be vastly enhanced, and this in turn could result in more operating revenue and profit. |
