市場導向企業流程再造之研究－以台灣報關及運輸服務業者A公司為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：31

、訪客IP：18.220.200.197

姓名

鄭彩華(Tsai-hua Cheng) 查詢紙本館藏

畢業系所

高階主管企管碩士班

論文名稱

市場導向企業流程再造之研究－以台灣報關及運輸服務業者A公司為例

相關論文

★ 台灣TFT-LCD產業之競爭策略分析–以關鍵性零組件產業結構之研究	★ 以價值鏈及SWOT分析來探討台灣聚酯產業之競爭優勢
★ 國際化之經營策略分析－以國際筆記型電腦廠商進入大陸市場為例	★ 企業轉型策略之探討－以ABC公司為例
★ 跨國性企業併購之個案研究	★ 金控公司顧客關係管理的運作流程與運用發展之探討－以Ｃ公司為例
★ 全民健保總額支付制度之探討－以教學醫院為例	★ 台灣幼教業西進大陸經營策略分
★ 建立以顧客價值認知之服務行銷－以C公司為例	★ 台灣地區啤酒銷售與行銷策略之探討 -以三家啤酒公司品牌經營為例
★ 休閒食品於中國大陸地區行銷策略之探討－以P公司爲例	★ 以國外授權品牌進入台灣與中國市場的行銷策略-以製筆業 A公司為例
★ 工業電腦用電源供應器之國際行銷策略之研究－以F公司為例	★ 台灣進口車的競爭優勢策略研究-以個案公司之利基市場為例
★ 台商在大陸的經營策略之研究－以汽車銷售服務業H公司為例	★ 在滬台籍人士就醫機構選擇因素之研究

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

台灣產業聚落的發展，為我國生產力的主要動力來源，隨著全球化競爭與產業專業化垂直分工，物流儼然已成為現代企業的核心競爭力之一。然而近年來物流業者面臨大環境紛紛採取削價競爭的紅海策略，再加上產業客戶對於服務品質的要求與需求日益增加，對於經營者而言如何以市場為導向的企業流程再造創造價值，有效利用資源提升經營效率，進而掌握市場的先機，在營運管理上無疑是一大挑戰。
本研究之研究目的，主要探討台灣報關及運輸服務業企業流程再造的應用，深入分析個案公司的現況與再造動機，透過共識的建立與組織再造團隊的努力進行流程的重新設計，進行資訊系統應用之整合與人力資源的配置，不斷的精進流程以盼望提升顧客滿意度，取得產業競爭優勢。
本研究經由個案分析進行探究，以Kettinger於1995、1996年所提出的企業流程再造的實施步驟為基礎進行深入分析。個案公司為台灣報關及運輸服務業者的翹楚，於竹科、中科與南科三個科學園區市佔率皆高達50%以上，報關總單量方面更為全國之冠。近年來由於競爭對手削價策略，再加上國內電子產業外移，整體經營環境的劇烈變化之下，獲利逐年下滑，促使個案公司萌生企業流程再造之心，期望透過流程的重新設計將報關與運輸作業各自分離，準確評估計算報關與運輸之成本與效益，易於找出問題來源以對症下藥，及時調整績效不良之產品線，同時藉由資訊系統的整合，降低人員車輛配置的資源浪費等經營問題。
本研究藉由探討個案公司之企業流程再造過程，可綜合得到以下結論：一、企業流程再造需凝聚全體員工，形成共識，並秉持改變過去傳統思維的決心，以達到組織訂定的目標與方向；二、企業流程再造可促使組織再造團隊跨部門的合作，增加各部門間溝通與聯繫的機會；三、透過組織架構的調整，除了將不必要的流程刪除，減少資源的浪費，更可因為資源的整合，增加企業內部控制能力。

摘要(英)

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.

關鍵字(中)

★ 市場導向
★ 企業流程再造
★ 物流業

關鍵字(英)

★ Market Trends
★ Corporate flow restructuring
★ Logistics industry

論文目次

第一章緒論 1
第一節研究背景與動機 1
第二節研究目的 5
第三節研究流程 6
第二章文獻探討 7
第一節企業流程再造 7
一、企業流程再造的定義 8
二、企業流程再造的目標 15
三、企業流程再造之流程與架構 17
四、企業流程再造之成功因素 29
五、企業流程再造之失敗因素: 31
第二節市場導向 35
一、市場導向定義 35
二、市場導向與組織績效之間的關係 42
三、市場導向的衡量方法 48
第三節物流業 52
一、物流與運籌的定義 52
二、我國物流行業別分類及定義 54
三、運輸報關相關文獻 61
第三章研究方法 66
第一節研究架構 66
第二節研究方法 68
第三節研究對象 70
第四章個案分析 71
第一節個案公司概況 71
一、公司沿革 71
二、營運概況 72
第二節建立願景 77
一、效益評估與成功機會 78
第三節發起改造 84
一、組成組織再造團隊 84
二、規劃專案計畫 89
三、滿足內外顧客需求 90
四、達成組織目標 91
第四節診斷組織 92
一、現有流程 92
二、分析流程 94
第五節重新設計 96
一、分析新流程雛形 96
二、解釋新流程設計 98
三、人力資源 102
第六節重新建構 104
第七節評估改造 106
第五章結論與建議 109
第一節結論 109
第二節研究建議 112
一、實務建議 112
二、未來研究建議 113
第三節研究限制 114
一、研究對象數之限制 114
二、資料蒐集與分析之限制 114
參考文獻 115

參考文獻

一、中文文獻
1. 王家慶（2010）。客戶關係導向對於台灣交通運輸業績效影響之研究。國立成功大學國際管理碩士在職專班碩士論文。
2. 王貳瑞（2001）。流程管理。台北：華泰文化事業股份有限公司。
3. 李效傑（2003）。台灣行動電話產業物流營運模式及其績效之研究。中原大學企業管理研究所碩士論文。
4. 李漢雄（2001）。人力資源策略管理。揚智文化事業股份有限公司。
5. 林正章 & 楊松杰（1999）。美國、日本與台灣時效貨運業經營與管理比較研究。國際物流研統會論文集，頁318-332。
6. 林秀玲（2002）。物流相關業者發展國際物流業務之研究。國立高雄第一科技大學運輸與倉儲營運系碩士論文。
7. 林玫宏（2000）。整合性企業系統分析與評估之研究。國立清華大學工業工程與管理系碩士論文。
8. 阿保榮司（1983），物流之基礎。東京：白桃書房。
9. 唐健中（2003）。國際物流下之兩岸資訊電子業物流運籌─以高雄港市周邊腹地為例。國立中山大學大陸研究所法政組碩士論文。
10. 張福榮（2000）。物流管理。初版，五南圖書。
11. 莊木村（2008）。海運報關業提升顧客價值與競爭優勢關鍵要素評選標準之研究－高雄區報關業。立德大學國際企業管理研究所碩士論文。
12. 許明哲（2010）。客運交通運輸業導入車隊管理系統之關鍵成功因素。大同大學資訊經營學系碩士論文。
13. 陳世國（1997）。企業流程再造管理策略之研究。台灣大學資訊管理研究所碩士論文。
14. 陳香君（2008）。科學園區報關業服務品質及顧客滿意度與顧客忠誠度之關聯性研究—以S報關運輸公司為例。國立交通大學管理學院碩士在職專班管理科學組碩士論文。
15. 黃秀娥（2004）。宅配業務關鍵成功因素之研究-以中華郵政台南縣郵局包裹業務為例。國立成功大學高階管理碩士在職專班未出版碩士論文。
16. 黃富崇（1988）。報關業經營關鍵成功因素之探討。國立中興大學企業管理學系碩士論文。
17. 經濟部（2010）。國內外經濟情勢分析。99年08月號。
18. 經濟部商業司（2002）。中華民國物流年鑑。台北市：經濟部商業司編印。
19. 經濟部商業司（2004）。2004台灣物流年鑑。台北市：經濟部商業司編印。
20. 經濟部商業司（2008）。2007台灣物流年鑑。台北市：經濟部商業司編印。
21. 經濟部商業司（2009）。2008物流年鑑。台北市：經濟部商業司編印。
22. 詹瑜惠（1999）。企業流程改造，品質管制月刊。頁60－65。
23. 劉立偉（2010）。服務品質與顧客滿意度之研究－以報關業為例。逢甲大學經營管理碩士在職專班碩士論文。
24. 歐陽括括（2000）。宅配經營特性分析與郵局面對宅配之挑戰與困應。台灣大學碩士論文，未出版。
25. 鄭智遠（2004）。從第三方物流的觀點來探討國際物流中心資訊的協同作業模式。大葉大學資訊管理學系碩士論文。
26. 謝惠雯（2003）。報關與運輸服務關係行銷之研究－以新竹科學園區廠商為對象」，國立交通大學經營管理研究所碩士論文。
27. 謝甄晏（2001）。市場導向、市場知識管理、產品創新與績效之實證研究－以台灣高科技產業為例。國立雲林科技大學企業管理學系碩士論文。
28. 簡正儒 & 蔡惠華（2002)。流通系統。台北：高立圖書有限公司。
29. 簡義益（2000）。無線通訊結合企業電子化之研究－以醫療業為例。國立政治大學資訊管理研究所碩士學位論文，未出版。
30. 顏憶茹 & 張淳智（2001）。物流管理。前程企業管理有限公司。
31. 蘇雄義（2000）。物流與運籌管理-觀念、機能整合，台北：華泰書局。
二、英文文獻
1. "New Scope"(1993). Industrial Engineering, 25(9).
2. Agarwal, S., Erramilli, M. K., & Dev, C. S. (2003). Market orientation and performance in service firm: role of innovation. The Journal of Service Marketing, 17(14), 68-82.
3. Ames, B. Charles and James D. Hlavacek (1989). Market Driven Management: Prescriptions for Survival in a Turbulent World, Homewood, Dow Jones-Irwin.
4. Auh, Seigyoung and Bulent Menguc (2006). Diversity at the Executive Suite: A Resource-based Approach to the Customer Orientation-Organizational Performance Relationship. Journal of Business Research, 59(5), 564-572.
5. Ballou, R.H. (1992). Business Logistics Management. New York: Prentice Hall.
6. Bennis, W. & Mische, M. (1995). The 21 Century Organization: Reinventing Through Reengineering. San Diego, CA: Preffer & Company.
7. Berry, L, L. (1981). The Employee as Customer. Journal of Retail Banking, 3(1), 25-28.
8. Berthon, Pierre, Hulbert, James and Pitt, Leyland (1999). To Serve or Create? Strategic Orientations toward Customers and Innovation. California Management Review, 42(1), 37–58.
9. Bhuian, S. N. (1997). Exploring Market Orientation in Banks: An Empirical　Examination in Saudi Arabia. The Journal of Services Marketing, 11(5),　317-328.
10. Bhuian, S. N., B. Menguc, and R. Borsboom (2005). Stressors and Job Outcomes in Sales: a Triphasic Model Versus a linear-quadratic-interactive model. Journal of Business Research, 58(2), 141-150.
11. Bigne, E., I. Kuster, and F. Toran (2003). Market Orientation and Industrial Salesforce: Diverse Measure Instruments. Journal of Business and Industrial Marketing, 18(1), 59-81.
12. Borsodi, R. (1927). The Distribution Age. New York: Appleton.
13. Caron, J. R., Jarvenpaa, S. L & Stoddard (1994). Business reengineering at CIGNA Corpora: experience and lessons Learned from the first five years. Management Information System Quarterly, 18(3), 223~250.
14. Carr, C. (1993). National and Resource-Based Strategies: An Examination of Strategic Choice and Performance in the Vehicle Components Industry. Strategic Management Journal, 14(7), 551-568.
15. Crego, Edwin T. & Peter D.Schiffrin (1995). Customer-Centered Reengineering: Remapping for Total Customer Value. IRWIN Review.
16. Crowe, T. J., Rathi, K. & Rolfes, J. D. (1997). Selecting business process reengineering project strategically, Computer and. Engng, 33(1-2), 157-160.
17. CSC Index (1992). State of Reengineering Report, CSC Index.
18. Davenport T.H. & Short J.E. (1990). The New Industrial Engineering: Information Technology and Business Process Redesign. Sloan Management Review, 32, 11~27.
19. Davis, T. R. V. (1993). Reengineering in Action. Planning Review, 22(4), 49~54.
20. Dawes, John (2000). Market Orientation and Company Profitability: Further Evidence Incorporating Longitudinal Data. Australian Journal of Management, 25(2), 173-199.
21. Day, George S. (1992). Marketing’s Contribution to the Strategy Dialogue. Journal of the Academy of Marketing Science, 20(4), 323-29.
22. Deshpande, R., and F.E.Jr. Webster (1989). Organizational Culture and Marketing: Defining the Research Agenda. Journal of Marketing, 53(1), 3-15.
23. Deshpande, Rohit, John U. Farley, and Frederick Webster, Jr. (1993). Cooperate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57(1), 23-37.
24. Drucker, P. E. (1999). Innovation And Entrepreneurship : Practice and Principles. New York: Harper & Row.
25. Edwards, C. & Peppard, J. W. (1994). Business process redesign: hype, hope or hypocrisy? Journal of Information Technology, 9, 251~266.
26. Grewal, R. and P. Tansuhaj (2001). Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility. Journal of Marketing, 65(2), 67-80.
27. Gronroos, C. (1981). Internal marketing – an integral part of marketing theory. Proceedings, American Marketing Association Services Marketing Conference, 236-8.
28. Grover, Jeong, Kettinger & Teng (1995). The Implementation of Business Process Reengineering. Journal of Management Information System, 12(1), 109~144.
29. Guha, S., W.J. Kettinger & J.T.C Teng (1993). Business Process reengineering: Building a Comprehensive Methodology. Information System Management, 13-22.
30. Hall, G. Rosenthal, J. & J. Wade (1993). How the Make Reengineering Really Work. Harvard Business Review, 71(6), 119-131.
31. Hammer, M and J. Chempy (1993). Reengineering the corporation - A Manifesto for Business Revolution. New York :Harper Collins Publishers, Inc.
32. Hammer, M. & Champy, J. (2003). Reengineering the Corporation: A Manifesto for Business Reengineering, New York: Harper Collins Publishers.
33. Hammer, M. and S.A. Stanton (1995). The Reengineering Revolution-A Handbook. Harper Collins Publishers, Inc.
34. Hammer, M. (1990). Reengineering work: Don’t automate, obliterate. Michael Hammer Harvard Business Review, 104-112.
35. Hammer, M., Beyond (1996). Reengineering: how the process-centered organization is changing our work and our lives. New York: Harper Collins Publishers.
36. Hunt, S.D., and R.M. Morgan (1995). The Comparative Advantage Theory of Competition. Journal of Marketing, 59(2), 1-15.
37. Hurley, R. F. and G.T. M.Hult (1998). Innovation,Market Orientation, and Organizational Learing: An Integration and Empirical Examination. Journal of Marketing, 63(3), 42-54.
38. Jacobson, I. (1995). the Object Advantage: business process reengineering with object technology, Addison- Wesley Publishing Company.
39. Jaworski, B.J., Kohli, A.K. (1996). Market orientation: review, refinement, and roadmap. Journal of Market Focused Management, 1(2), 119-35.
40. Jaworski, Bernard J. and Ajay K. Kohli (1993). Market Orientation: Antecedents and Consequences. Journal of Marketing, 57(3), 53-70.
41. Kagelmann, U. (2000). Shared services als alternative organisationsform: am beispiel der finanzfunktion im multinationalen konzern. Universität Rostock, Deutscher Universitäts-Verlag, Wiesbaden.
42. Kang, M.S. (1998). Using genotype-by-environment interaction for crop cultivar development. Advances in Agronomy, 62, 199-252.
43. Kent, J.L., and Flint, D.J. (1997). Perspective on the evolution of logistics thought. Journal of Business Logistics, 18(2), 15-33.
44. Kettinger W. J. and Grover V. (1995). Special section: toward a theory of business process change management. Journal of management Information Systems, 12(1). 9-30。
45. Kettinger W. J.,Teng J. T. C. and Guha S. (1996). Information architectural design in business process reengineering. Journal of Information Technology, 11(1), 27-37。
46. Kettinger, W.J. and V. Grover (1995). Toward a Theory of Business Process Change Management. Journal of Management Information Management, 12(1), 9-33.
47. Kettinger,W.J.,Grover,V.,Guha,S.,and Teng,J.T.C (1997). Business Process Change and Organizational Performance:Exploring an Antecedent Model. Journal of Management Information System, 14(1), 119-154.
48. Kirca Ahmet H.,Statish Jayachandran,and William O.Bearden (2005). Mart Orientation: A Meta－Analytic Review and Assessment oh Its Antecedents and Impact on Performance. Journal of Marketing, 69, 24-41.
49. Klaus, P. Besier (1994, March). Technology Reengineering. Technology, 48-51.
50. Klein D. A. and Prusak (1994). Characterizing intellectual capital, Multiclient program working paper. Boston: Ernst & Young Center for Business Innovation.
51. Kohli, A.K. and B.J. Jaworski (1990). Market Orientation: The Construct Research Propositions and Managerial Implications. Journal of Marketing, 54(4), 1-18.
52. Kotler, P. (1984). Dream's Vacations: The Booming Market for Designed Experiences. Futurist, 18(5). 7-13.
53. Kotler, P., and Andreasen, A.R. (1987). Strategic Marketing for Nonprofit Organizations. Englewood Cliffs, New York: Prentice Hall.
54. Kotter, J. P. & Schlesinger L. (1979). Choosing Strategies for Change. Harvard Business Review, 57(2), 106-114.
55. Levitt, T. (1960). Marketing myopia, Harvard Business Review, 38(4), 45-56.
56. Linden , Russell M. (1994). Seamless Government: A Practical Guild to Reengineering in the Public Sector. San Francisco: Jossey-Bass Pnblishers.
57. Loewenthal, J.N. (1994). Reengineering the Organization: a Step-by-step　Approach to Corporation Revitalization. Quality Progress, 27(2), 61-63.
58. Lukas, Bryan A. and O. C. Ferrell (2000). The Effect of Market Orientation on Product Innovation. Journal of the Academy of Marketing Science, 28(2), 239-247.
59. Mandel, M. J (1996, October 28). The High-Risk Society: Book Excerpt. Business Week, 86-94.
60. Marchand,D.A. and Stanford,M.J. (1995). Business Process Redesign:A Framework for Harmonizing People,Information and Technology. In Business Process Change —Reengineering,Concepts,Methods and Technologies, Grover,V. and Kettinger,W.J.(eds.), Idea Group Publishing, 1995, 34-56.
61. McDermott, L. C. and Emerson, M. (1991). Quality and service for internal customer. Training and Development Journal, 45(1), 61-64.
62. McPartlin, John P. (1993). Reengineering: Just Chasing Rainbows? in Business Process Reengineering: current issues and applications, Institute of Industrial Engineers.
63. Morrow, M. & Hazell, M. (1992). Activity Mapping for Business Process Redesign. Management Accounting, 70(2), 36~38.
64. Narver, John C. ,Stanley F. Slater, and Douglas L. MacLachlan (2004). Responsive and Proactive Market Orientation and New-Product Success. Journal of Product Innovation Management, 21, 334-347.
65. Narver, John C. and Stanley F. Slater (1990). The Effect of a Market Orientation on Business Profitability. Journal of Marketing, 54(10), 20-35.
66. Paker J. (1993). An abc guide to business process reengineering. Planning Review, 22(3).
67. Peppard, J. W. and Rowland, P. (1995). the Essence of business Process Re-engineering. New York: Prentice Hall.
68. Peppard, J. (1996). Broadening visions of business Process Reengineering. Omega. Int. J. Mgmt sci, 24(3), 255-270.
69. Porter, M. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.
70. Richman T. & Koontz C. (1993). How Benchmarking Can Improve Business Reengineering. Planning Review, 21(6), pp.26-27.
71. Ruekert, Robert W. (1992), Developing A Market Orientation: An Organizational Strategic Perspective. International Journal of Research in Marketing, 9, January, 225-245.
72. Sandvik, Izabela Leskiewicz and Sandvik, Kare (2003), The Impact of Market Orientation on Product Innovativeness and Business Performance. International Journal of Research in Marketing, 20, 355-376.
73. Sanzo, M.J. and M.L. Santos and R. Vazquez and L.I. Alvarez (2003). The effect of market orientation on buyer-seller relationship satisfaction. Industrial Marketing Management, 32(4), 327.
74. Sasser, W. E. and Arbeit, S. P. (1976). Selling jobs in the service sector. Business Horizons, 19(3), 61-65.
75. Schlesinger, L. A. and Zornitsky, J. (1991). Job satisfaction, service capability, and customer satisfaction: an examination of linkages and management implications. Human Resource Planning, 14(2), 141-149.
76. Schlosser, F. K. and R. B. McNaughton (2007). Individual-level antecedents to market-oriented actions. Journal of Business Research, 60(5), 438-449.
77. Schnitt, D. L. (1993). Reengineering the Organization Using Information Technology. Journal of System Management, 44(1), 14~42.
78. Shapiro, Benson P. (1988). What the Hell is ‘Market oriented. Harvard Business Review, 66(6), 119-125.
79. Shapiro, R.D., and Heskett, J.L. (1985). Logistics Strategy: Cases and Concepts. West Information Publishing Group.
80. Short and Venkatraman (1992). Beyond Business Process Redesign: Redefining Baxter's Business Network. Sloan Management Review, 34(1), 7-21.
81. Slater, S.F., and J.C. Narver (1994). Does Competitive Environment Moderate　the Market Orientation-Performance Relationship? Journal of Marketing, 58(1), 46-55.
82. Slater, S.F., and J.C. Narver (1995). Market Orientation and the Learning　Organization. Journal of Marketing, 59(3), 63-74.
83. Teng, J. T. C., Grover, V. & Fiedler, K.D.( 1994). Business Process Reengineering Charting a Strategic Path for the Information Age. California Management Review, 36(3), 9-31.
84. Teng, J. T. C., Grover, V., Fiedler, K. D. (1996). Developing strategic perspectives on business process Reengineering: from process reconfiguration to organizational change. Omega. Int. J. Mgmt. Sci., 24(3), 271-294.
85. Tumay, K. (1995). Business process simulation. Paper presented at the Proceedings of the 27th conference on Winter simulation, Arlington, Virginia, United States.
86. Webster, Frederick E. Jr. (1988). Rediscovering the Marketing Concept. Business　Horizons, 31(3), 29-39.
87. Yin, R. K. (1994). Case study research: Design and methods, 2nd Ed. Newbury Park: Sage.
三、網站
1. 新竹科學園區。取自：http://www.sipa.gov.tw/index.jsp
2. 行政院經濟建設委員會。取自：http://www.cepd.gov.tw/
3. 財政部關稅總。取自：http://www.customs.gov.tw/StatisticWeb/WorkLoadSearch.aspx
4. 交通部公路總局。取自：http://www.thb.gov.tw/tm/wcf.aspx
5. 美國物流管理協會。取自：http://cscmp.org/Default.asp
6. 美國管理協會。取自：http://www.amanet.org
7. 國家實體分配管理協會。取自：http://cscmp.org/AboutCSCMP/About.asp
8. 中華民國物流協會。取自：http://www.talm.org.tw
9. 行政院主計處網站。取自：http://www.dgbas.gov.tw/

指導教授

李小梅

審核日期

2011-5-23

推文