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论文编号：	15251
作者编号：	2320223901
上传时间：	2024/12/17 17:07:19
中文题目：	X快时尚品牌服装公司物流运营部员工岗位工资优化研究
英文题目：	Research on Employee Position Salary Optimization for the Logistics and Operations Department of X Fast Fashion Brand Clothing Company
指导老师：	袁庆宏教授
中文关键字：	快时尚服装行业；物流运营部员工；岗位价值评估；岗位工资
英文关键字：	Fast Fashion Industry；Employees of Logistics Operations Department；Job Value Evaluation；Position Salary
中文摘要：	蓬勃发展的中国经济、日新月异的信息技术，在促成消费者需求与购物模式显著转变的同时，也对传统服装行业发展带来严峻挑战和重要机遇。快时尚品牌服装企业的迅速崛起，正是服装企业应对挑战成功转型升级的亮点之一。快时尚品牌服装企业借助大数据、自动化、智能化等前沿生产技术，聚焦于线上线下销售资源的深度融合，在提升运营效率与顾客满意度上实现重大突破。而这一重大突破的核心支撑是企业更高的组织响应能力及其背的后更有力的供应链整合。物流运营部门正是供应链整合中的关键环节。快时尚品牌服装企业的供应链体系中的物流仓储进行革新，伴随着其高效自动化仓储管理系统的建立，以及相应的物流运营体系的组织架构调整与岗位职责重塑。物流运营部岗位的工作内容、能力要求、价值状态等发生的一系列深刻变化，迫切需要对其岗位工资体系进行重新评估和系统优化。 本文以快时尚服装行业的典型代表X公司为案例对象，以其物流仓储关键环节的物流运营部岗位为分析对象，在梳理和借鉴相关研究成果的基础上，针对快速需求驱动和物流仓储技术升级给X公司物流运营部岗位带来工作内容与能力要求的冲击进行了识别与分析，以岗位价值评估为核心技术手段，对其岗位工资体系进行系统性优化与重构。具体包括，综合运用文献回顾、问卷调查及深度访谈等多种方法，系统剖析出当前岗位工资体系存在的岗位工资策略模糊、付薪理念缺乏、工资等级设置不合理、员工薪酬发展空间受限、工资结构紊乱且缺乏统一的规则与标准、程序公平与信息公平保障不足，以及相应制度机制缺失等等主要问题。并针对上述问题对X公司物流运营部的所有岗位进行了全面的价值评估，基于评估结果重新设计了岗位工资的等级结构，构建了科学合理的岗位工资等级表，并配套建立了完善的制度保障体系，以确保新体系的顺利实施与持续优化。本研究成果对于X公司优化物流运营部员工岗位工资体系，进而提升增强企业整体运营效率具有重要指导意义，也为相关行业内其他企业的物流运营体系的薪酬优化提供借鉴意义。
英文摘要：	The booming Chinese economy and the ever-evolving information technology have not only significantly transformed consumer demands and shopping patterns but also posed severe challenges and important opportunities for the traditional clothing industry. The rapid rise of fast-fashion brand clothing companies stands out as a highlight of clothing enterprises' successful transformation and upgrading in response to these challenges. Leveraging cutting-edge production technologies such as big data, automation, and intelligence, fast-fashion brand clothing companies focus on the deep integration of online and offline sales resources, achieving significant breakthroughs in enhancing operational efficiency and customer satisfaction. The core support for these breakthroughs lies in the companies' higher organizational responsiveness and the more robust supply chain integration behind it. The logistics operation department is a crucial link in supply chain integration. The innovation in the logistics warehousing system of fast-fashion brand clothing companies is accompanied by the establishment of efficient automated warehousing management systems and corresponding organizational restructuring and responsibility redefinition within the logistics warehousing operation system. A series of profound changes have occurred in the job content, capability requirements, and value status of positions within the logistics operation department, urgently necessitating a reevaluation and systematic optimization of their salary systems. This thesis takes Company X, a typical representative in the fast-fashion clothing industry, as the case study object and analyzes the positions within its logistics operation department, a key link in the logistics supply chain. Based on a review and reference to relevant research findings, it identifies and analyzes the impacts of rapid demand-driven and supply chain technological upgrades on the job content and capability requirements of positions within Company X's logistics operation department. With job value evaluation as the core technical means, it systematically optimizes and reconstructs the salary system for these positions. Specifically, it employs a combination of methods such as literature review, questionnaires, and in-depth interviews to systematically analyze the main issues existing in the current salary system, including vague salary strategies, lack of a clear compensation philosophy, unreasonable salary grade settings, limited salary growth opportunities for employees, disordered salary structures lacking unified rules and standards, insufficient procedural and informational fairness, and a lack of corresponding institutional mechanisms. Addressing these issues, a comprehensive value evaluation is conducted for all positions within Company X's logistics operation department. Based on the evaluation results, the salary grade structure is redesigned, a scientific and reasonable salary grade table is constructed, and a complete institutional guarantee system is established to ensure the smooth implementation and continuous optimization of the new system. The findings of this study provide important guidance for Company X to optimize the salary system for employees in the logistics operation department, thereby enhancing the overall operational efficiency of the enterprise. It also offers referential significance for salary optimization in the logistics operation systems of other enterprises within related industries.
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