- 學位論文
POS系統應用對國軍福利站營運績效影響之探討
The effects of POS system applications on operation performance in the military welfare station stores
摘要
軍公教福利站在80年代的台灣，可說是國內最大，也是獨大的連鎖型商店，坊間的傳統雜貨店除了向廠商叫貨，有時也需要向福利站採購，以維持其零售貨源的需求。雖然當時國內正從勞力密集產業轉向技術密集產業，經濟正是起飛的時期，但由於國民所得仍屬偏低，因此，時常可以看到民眾透過從事軍公教職的親友或鄰居，向福利站以優惠的價格購買民生所需物資。 然而好景不長，90年代大型購物連鎖店如雨後春筍般的陸續出現，學習歐美國家企業化經營的萬客隆、家樂福與大潤發等賣場，以購物商城的模式提供多樣與物美價廉的商品，吸引消費者享受購物的樂趣。時至今日，消費合作社型態的國軍福利站，在上有大型購物中心，下有便利商店，以及同規模的超級市場三方夾擊，企業本身又有「人事成本過高」、「服務品質不佳」與「法規政策受限」的情況下，迫使單位面臨業內業績虧損及政策方向不明的困境。本研究將透過雲端銷售時點系統（Point of Sales, POS）的導入，探討影響國軍福利站營運績效之「連鎖管理」、「行銷策略」與「企業文化」之間的相關問題，是否在導入雲端數位化作業後能帶來轉機。
並列摘要
In the 80’s, Taiwan’s military, governments and teachers welfare may have been the nation’s biggest and dominant chain store. Traditional grocery stores within the community ordered goods from vendors; In addition to that, they would also need to purchase from the Welfare to satisfy the demand for its retail supplies. Although that was when the rapid economic growth occurred during the transition from Labor- intensive industry to Technology-intensive industry, people bought necessities at preferential price from the Welfare through relatives and friends or neighbors who worked as military, governments and teachers due to relatively low national income. However, it did not last long. Large- scale shopping chain store continued to appear in the 90’s. Firms like Makro, Carrefour and RT-Mart, which imitated European and American countries’ enterprise operation, provide a wide variety of high-quality and inexpensive goods to attract consumers. Today, in additional to welfare itself “high personnel cost ”, “poor service quality” and “restricted access policy”, the fact that large- scale chain stores, convenience stores and same scale supermarkets can be found everywhere has forced the military welfare’s unit, which operates in consumer’s cooperative form, to be confronted with poor performance in the industry and ambiguous policy direction. Through the lead-in of the Point of Sales (POS)’s, this research will explore the related problems and issues between “chain management”, “marketing strategic” and “enterprise culture”, and whether there is such a turnaround after the lead-in of the cloud digital operations.