| dc.description.abstract | The development of Taiwan industrial clusters have been the primary driving force behind Taiwan’s productivity, following the competition brought on by globalization and the professionalization of companies. The circulation of materials itself has become a primary source of competitiveness for modern corporations. In recent years, suppliers have to face an environment of fierce price cuts in order to compete for business, combined with the ever increasing standards of customer service. How an operator uses market trends as their guide to create increased value and effectively manage their resources to increase revenues are without a doubt major managerial challenges .
The goal of this research is primarily to discuss the Taiwan customs and transport service and their application in business process reengineering discover the motives that the studied companies have for engaging in reengineering and through consensus-building and organizational process redesign efforts allow us to apply information system integration and allocation of human resources, using this sophisticated process to continue to look forward to improve customer satisfaction and thus achieve industrial competitiveness.
The case format for conducting research is used, based on and elaborating on the basic steps outlined in Kettinger‘s 1995, 1996 proposals for corporate workflow restructuring. The case company is a well respected Taiwanese customs and transportation company, providing over 50% of the services in the three science based industrial parks in the Hsinchu, Central and Southern areas (竹科、中科與南科), taking care of the highest amount of customs declaration cases in the entire country. Recently, due to competitors cutting their rates, and exasperated by the movement of domestic electronics companies overseas, the entire operating environment has worsened. Companies have suffered a stead annual loss of revenue, resulting in a desire for corporate restructuring in the hopes of separating their customs services from their transport services so as to get a accurate picture of the efficiency of both services, allowing any problem areas to be identified and improved upon in a timely and efficient manner, and reduce the waste resulting from the inefficiency of personnel and vehicle assignment.
The findings and conclusions of our research into this company are as follows; #1, corporate restructuring needs cooperation from all employees, in order to change old habits and create a consensus towards what new direction should be taken. #2, Corporate flow restructuring creates an opportunity to restructure the various departments and involves cooperation between various teams, increasing communication and camaraderie between the different departments. #3, through organizational adjustment, it’s possible to eliminate unneeded processes, reduce waste of resources, and, due to the restructuring of resources, can improve internal control.
| en_US |