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薛毓萍

薛毓萍 Yu-Ping Shiuan

碩士論文 (2004)

電子化企業再造方法論研究
On methodology of eBusiness-based BPR

關鍵字 Keywords

電子化企業, 企業再造
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摘要

中文摘要 網際網路興起後,企業生存乃至成功經營的關鍵在於具備創新營運管理的觀念、為顧客及整體供應鏈夥伴持續創造價值的能力及與全球化之數位交易與合作網絡產生充分鏈結與合作的能力。因此,將傳統強調成本與勞力的產業模式,移轉至電子化資訊時代中以品質、速度、服務及價值為基礎的競爭模式,協助產業應用資訊科技創造及流通專業知識以強化兼具彈性及效率的研發、製造、服務等能力,為世界各國政府努力的目標,也是產業當務之急。 在電子化企業既成之趨勢下,佔國內多數的中小企業如何應用有限的資金與資源,導入適合的資訊技術與系統,尤其如何為或多或少已建置電子化的企業,另覓一條康莊大道;這產生了本研究的方法論點,希望藉由再造的新經營模式,使企業重新思考,重新翻修作業流程,重新改善所作所為,以真正做到尚未完成的事。 本研究之再造方法論分四階段進行;從產業分析切入,並要為電子化環境規劃及設計,完成電子化基礎設計與系統環境建構,最後需將電子化實施與持續改善。此四個階段在進行中,皆有其執行步驟與執行方法,再依此方法論以一個案公司實際導入,將導入前後之績效評估做為研究對象,則可清楚了解電子化再造的必要性。 最後本研究也提出後續研究方向,唯有以企業電子化的精神與原則,建立電子化供應鏈,整合電子化相關業者進行專業分作,才能使 產業有效益地導入電子化,提高生產力與競爭力。

Abstract

Abstract E-business Enterprise refers to those ones that adopt digital technology and Internet as primary communications medium to reengineer their business practice and operation process, and furthermore strengthen the enterprises capacity. E-business Enterprise Reengineering means that Enterprises use information technology as their framework to create knowledge and perform overall reforms. The purpose of this study is to establish an E-business Reengineering methodology for the enterprise to integrate all its available resources (e.g. human resources, facility, finances) to reengineer itself. And then the transformed company could make use of its newly business model to increase its competitive, capability, and productivity. This Methodology separates the Steps to E-business Reengineering into four stages. First stage is to conduct industry analysis, the second stage is to plan and design the e-business environment, the third is to establish the e-business infrastructure and environment, and the last one is to perform e-business and continuously improve the process. Each stage includes its own approaches, methods. And when each stage is closed, outputs would be generated (such as forms or lists). In addition, training is also a critical factor for successfully reengineering the e-business. This thesis selects a case of an e-business enterprise which use this Methodology as it business reengineered model. This enterprise follows these four steps stated above to reengineer its process and practices every stage approaches and methods. After its applying this mode, I did a gap analysis between before and after applied. I found that there were truly lots of qualitative and quantitative improvements. Therefore, this methodology may really works in some Taiwan e-business enterprises, and could be seemed as a good approach for them to re-reengineer its own process.


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