整合關係企業工作流程以發揮綜效之個案研究

一個在台灣數一數二的工程總承包公司在該領域取得相對的成功，歷經數十年業已發展成為國內具規模之集團型態，該集團共有關係企業40餘家。若將其關鍵成功因素加以分析歸納後，得出寶貴之經驗總結。而此寶貴經驗若能透過標準化的流程加以客製化/複製/移植/後，再導入至有類似營運性質之關係企業，相信除了可以有效降低各關係企業獨立發展減少錯誤學習之成本，相信也對提升綜效有立竿見影的效果。另外藉此建立並記錄標準化的導入流程，使得該集團中其他關係企業能成為在後續引進時之參考。當然本論文的研究成果亦可提供給其他工程總承包公司作為類似引進時之參考。另外在結論與建議中，亦特別臚列出導入後所預見的成效且同時強調公司高層的參與是確保導入流程成功的關鍵因素之一。

關鍵字

工程總承包；工作流程整合；綜效

並列摘要

A top ranking EPC general contractor has operating successfully in Taiwan for several decades and become one of the biggest conglomerates with more than 40 subsidiaries in this specialized sector. A valuable standard process has been formulated by analyzing and summarizing among those key successful factors. By customized/copy/implanted this standardized process to its subsidiaries will help to shorten the learning cost and enhance the synergy of the conglomerate group. By documented the implementation experience will be served as a guide line for the implementation of other follow up subsidiaries. The research conclusion of the subject case study can also be beneficial to other engineering general contractors if they experiencing similar situation. By the way a special note has to be emphasized that the involvement of top management is the most important factor to the success of this implementation process.

並列關鍵字

EPC ； contractor ； synergy

參考文獻

9、林俊華，2006，台灣工程公司國際化成長策略的個案研究，國立台灣大學管理學院碩士在職專班國際企業管理組碩士論文。

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國際替代計量

整合關係企業工作流程以發揮綜效之個案研究

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