全球化競爭,也迫使傳統的台灣中小企業必需向外發展,也許是開發市場貼近客戶,也許是尋求更低廉的製造成本,台商一步一腳印的架構出多國多區域的生產廠及交錯的全球銷售網絡,導致企業內部本身的生產與銷售關係就非常複雜, 一些被要求能清楚追溯鑑別流向的產品就勢必導入[批號管理]。 為有效率的在產品的各階段物流中正確的輸入其批號,自動辨識(Automatic identification )是目前較佳的解決方案。 本研究以曾經參與主要生產銷售汽機車連接器的H公司在新ERP系統導入過程中之製程生產及集團內物流銷售有關的自動辨識為範圍。建置的流程包括專案小組的建立、生產製程的作業改善方向評估,後端系統軟硬體需求討論及海外生產及銷售據點之導入。希望能透過本研究,以實務的基礎將整個建置的歷程介紹清楚,期望對未來有此方面需求的規劃工作人員,能有所參酌助益,而當面對到實務困擾狀況時,本研究能夠有他山之石的價值。
Global competition drives traditional Taiwanese SMEs need to look outward, perhaps to develop the market close to the customer, perhaps to seek cheaper manufacturing costs. Increasingly, the Taiwanese enterprises structure of the multinational and multi-regional production plants and staggered global sales network causes the production and sales relationship to become very complex. Some processes are required to clearly identify the flow of product traceability in imports [batch management]. To be effective, the products of the phase logistics should include the correct input of batch number. Automatic identification is the preferred solution. In this study, H company which mainly produces and sells connectors for automobiles and motorcycles, has implemented a new ERP system for their manufacturing process and internal sales logistics using a relevant range of automatic identification. During the build process, an ad hoc committee was established to improve the production process and the direction of the back-end system hardware and software requirements and to discuss overseas production and sales base of the imports. It is hoped that through this study, they have built a practical foundation and established clear expectations for future needs. It is helpful to deliberate, butthis research shows the value of learning and working together as a group.