| 摘要: | 隨著中國大陸內需經濟市場的發展，GDP在2019年也己達到1萬億人民幣，隨著生活質量的提升，智慧家居成了每個新興發展中國家的必然追求，時代日新月異，工業化4.0的不斷發展，對於傳統産業的轉型需求日漸興盛，在加速及提升傳統産業的工藝設計的同時，要引入精實計畫（LEAN）， TPS相關工作及策略目標（OKR/DPI），透過流程管理及轉型數位化，改善過往在人、機、料、法、環、測綜合上的匱乏，這些成了重中之重的剛需，也是帶動企業獲利的重要績效指標與發展策略。
此外，個案A公司推動數位化轉型主要有兩大原因，其一是源自於對公開上市公司的相關內控工作要求，另一方面則是來自於主力客戶的驗廠要求--包括（ESG/人權/供應鏈系統）對於未來從電子訂單（EDI）到製程工作（SFC）、協同供應鏈（VMI）成為通路暫存倉（HUB）優質服務、及出貨（WMS）到終端用戶質量管控和更快的響應（JIT）。
本研究採用個案研究法，研究對象是一家傳統家具製造代工廠，在歐洲及世界知名家居品牌供應鏈中，供應商排名前三大的台資企業。藉由泰國新廠的人力資源E化導入建設、流程優化、及資訊化平台建設等數位化轉型措施來分析公司策略方針，詳述流程優化專案實施商的選型、優化策略流、顧問團隊建立等實操作業，並以「商機轉換成訂單」流程為例，從銷售管理、供應管理、行政綜合管理和成本與費用核算等四個面向，分析流程優化後的預期效益。
最後，則是針對個案A公司未來落實數位化轉型和實施流程優化項目的相關結論與建議，總結其成功關鍵在於明確策略目標、加强流程管理意識、持續優化流程、選擇合適的數位化系統工具、建立專業的實施團隊，並進行全面的風險評估和管理。這些建議和方向將有助於個案A公司順利實現數位化轉型，提升運營管理效率和競爭力。;With the development of the domestic demand in economic market in mainland China, the GDP has reached 1 trillion RMB in 2019. As people’s life quality keeps improving, smart home has become the inevitable pursuit of every emerging developing country. With the continuous development of Industrialization 4.0, the transformation demands for traditional industries are increasingly flourishing. While accelerating and improving the process design of traditional industries, lean planning (LEAN), TPS related operations and strategic objectives (OKR/DPI) should be introduced. Through process management and transformation digitization, we can improve the lack of integration in human-machine, material, and environmental testing in the past. These have become a top priority requirement, and are also important performance indicators and development strategies that drive corporate profitability.
In addition, Case A′s promotion of digital transformation is mainly due to two main reasons. One is the requirements for internal control work of publicly listed companies, and the other is the factory inspection requirements from key customers - including (ESG/Human Rights/Supply Chain System) for high-quality services from electronic orders (EDI) to process work (SFC), collaborative supply chain (VMI) to become channel temporary storage warehouses (HUBs) in the future And shipping (WMS) to end user quality control and faster response (JIT).
This study focuses on a case study of a Taiwanese holding company A, which is one of the top three factories in traditional furniture manufacturing industry, owns renowned household brands in Europe and rest of the world. It analyzed relevant strategic guidelines through the introduction and construction of human resources, process optimization, and the digital transformation of the information platform in a new factory in Thailand. The implementation of human resources systems and related strategic objectives, practices, and processes (Process optimization for sales management, supply management, administrative comprehensive management, and cost and expense accounting) as the main priorities.
In summary, the key to the future implementation of digital transformation and process optimization projects in Case A Company lies in clarifying strategic objectives, strengthening process management awareness, continuously optimizing processes, selecting appropriate digital system tools, establishing a professional implementation team, and conducting comprehensive risk assessment and management. These suggestions and directions will help Case A Company smoothly achieve digital transformation, improve operational management efficiency and competitiveness. |
