導入全球運籌系統對於企業作業流程影響之案例研究

The Impact on implementing global logistics system to business process

胡俊豪(Chun-Hao Hu)

指導教授 ： 林耀欽

元智大學/資訊學院/資訊管理學系/碩士(2012年)

摘要

隨著跨區或跨國的企業越來越普遍，其彼此間的子公司皆是獨立運作，為了解決獨立運作的問題，各大企業開始進行全球運籌管理，又因資訊科技的進步，全球運籌系統現今已成為各大企業導入之系統；當系統導入後，企業的作業流程可能因此產生變化，而清楚理解作業流程改變及影響，可幫助企業做更好的調整，因此，全球運籌系統導入後對於企業作業流程之影響，則變成一個重要的議題。
本研究以個案研究的方式，探討個案公司導入全球運籌系統中的供應商關係管理系統(SRM)及產品生命週期管理系統(PLM)後，對於其作業流程裡的產品開發流程、搜源流程及供應商設計協同流程帶來之影響，而研究結果如下：

1.對於企業整體來說，全球運籌系統的導入，並非是作業流程配合系統，而是將關鍵性流程改變，幫助營運模式及作業效率的提升。

2.對企業作業流程作導入前後差異比較，可發現產品開發中的產品設計從「順序性」變成「同步性」，及藉由全球估報價進行關鍵物料之判別；在搜源中，則是全球料號統一，使搜源效率提升；在供應商設計協同中，則是藉由供應商設計協同平台，讓供應商與企業互動更好，並創造更高階的產品。

3.當作業流程改變後帶給企業許多效益，在產品開發中，產品開發週期縮短，產品品質提升，並降低人力及差旅之成本；在搜源中，搜源與生產調達上之效率更快；在供應商設計協同中，讓供應商進行設計協同的意願增加。

以上研究結果，期望能給予未來相關業者欲導入相似系統時，能作為一個參考典範，並且在學術上有關企業作業流程之相關領域，提供參考與幫助。

關鍵字

供應商關係管理系統 ； 產品生命週期管理系統 ； 作業流程 ； 搜源流程 ； 產品開發流程 ； 供應商設計協同流程

並列摘要

With cross-regional and cross-international companies are increasingly common, the subsidiaries of enterprises are operating independently. In order to solve the problem of independent operation between enterprises, enterprises began to implement on global logistics management. With the advancement of information technology, global logistics system has become an important system of each enterprise.
When enterprises implement global logistics system, business process may be changed. Enterprises understand clearly the change and impact on business process can help enterprises to be better adapted. Therefore, the Impact on implementing global logistics system to business processes becomes an important issue.

This study uses case study to explore two subsystems in a case company's global logistics system, which are supplier relationship management system and product lifecycle management system. Also, this study will explore the impacts of implementing these systems to product development process, sourcing process and supplier design collaboration process in a case enterprise. According to the results of the case study, this research provides three contributions:

1. For overall enterprises, the implementation on global logistics system does not mean the process have to follow the systems, but change key process to help the mode of operation and greater operating efficiency.

2. Differences before and after the implement on the business processes, can be found product design in product development process from "Sequential" into "Synchronization", and use global valuation and quotes to distinguish critical material. In sourcing process, global material numbers are unity, to improve the efficiency of the material sourcing. In supplier design collaboration process, enterprises can use a supplier design and collaboration platform to enhance relationship between enterprise and supplier, and create higher quality product.

3. The change of process can bring enterprise to get many benefits. In product development process, it shortens product development cycles, enhances product quality, and reduces human planning and traveling costs. In sourcing process, it increases efficiency of sourcing and production scheduling. In supplier design collaboration process, it increases supplier's willingness during collaborative operation.

Summing up above findings, this study hopes to give a model which can be used as a reference for enterprises that want to implement a similar system, and provide an academic reference on the enterprise process areas in the future.

並列關鍵字

Sourcing process ； Product development process ； Supplier design collaboration process ； Supplier relationship management system ； Product lifecycle management systems ； Processes

參考文獻

[12] 黃珊倚，「夥伴供應商關係管理對物流績效影響之研究」，淡江大學會計所碩士論文，2004年。

[16] 黃永東、林宜靜，「從全球化探討供應商關係管理」，品質月刊：當月話題，頁31-35，台北，2004年11月。

[22] 許郁青，「營運總部電子化對採購流程之影響」，元智大學資訊管理所碩士論文，2006年。

[28] 楊勤霈，「全球運籌e化對經營績效之影響—以東立物流為例」，元智大學資訊管理所碩士論文，2007年。

[3] 徐雲生，「電子商務平台與遞送機制整合模式之研究」，元智大學資訊管理所碩士論文，1999年。