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论文编号：	5751
作者编号：	2120112555
上传时间：	2013/12/4 11:42:40
中文题目：	D物流公司流程再造设计与实施研究
英文题目：	The Research on Business Process Re-Design and Implementation in Logistic Company D
指导老师：	严建援
中文关键字：	流程再造;组织变革;端到端流程;SAP信息系统
英文关键字：	Business Process Re-engineering;Organizational Change;End to End Process;SAP NFE
中文摘要：	从历史上看，再也没有一个的阶段像最近20多年，使物流行业的发展如此快速地发展，而且在社会经济生活中扮演越来越重要的角色，人们也对物流的认识越来越深入。物流企业创造了巨大的经济和社会价值的同时，竞争也日渐激烈，竞争手段却比较单一，往往在价格和所提供的服务种类上做文章，不断地压低价格，扩充服务种类和网络覆盖。低价格和高投入使各物流企业的盈利能力处于低水平状态。如何破解这个迷局，各物流企业给出答案各不相同。D公司是世界上最大的物流服务提供商，有着庞大的服务网络和组织结构，但伴随而来的也有无法避免的大企业病。与客户冗长的沟通过程、出了问题投诉无门、人工工作多、重复工作多、关键业务数据缺乏透明度等等一系列“症状”已经显现。严重影响了D公司的服务水平和客户满意度。所以，D公司在2012年底宣布开始进行流程再造（BPR）。本文从流程再造（BPR）理论和实施概念出发，阐述了迈克尔海默提出的流程再造理论，并简单回顾了物流行业和D公司的发展历程。然后本文采用文献研究法，以D公司旗下全球物流为例，作者详尽的研究了D公司原有流程和组织架构，分析了其束缚D公司由优秀走向卓越的瓶颈。之后通过详细阐述D公司的流程再造过程，并结合作者MBA学习阶段所学知识，对整个实施过程进行分析评价。整理出影响D公司实施流程再造能否取得最终成功的关键因素和对D公司流程再造和组织变革下一步工作的的展望。本文对D公司实施流程再造，以其他同类公司进行相关工作具有一定参考价值。 D公司在此次流程再造活动中，仅仅着眼于流程本身和实现2015战略。作者通过对D公司此次流程再造的研究，发现了此次流程再造为D公司带来的另一项结果，即流程再造触发组织变革，将组织变革理论和D公司实施的流程再造相结合，阐述了组织对流程再造的作用。并且作者还在D公司设计新流程活动中，提炼出符合流程再造理论的七项流程设计原则，将D公司对流程再造的实际应用，提升到理论高度。
英文摘要：	Historically, there is no a phase like in recent more than 20 years, the development of the logistics industry development so quickly, and plays an increasingly important role in social economic life, people also understanding of logistics is more and more deeply. Logistics enterprises created a huge economic and social value, while the competition is increasingly fierce. But means of competition is relatively onefold, often is the price control and the services provided by the kinds: prices reduction, expansion of service types and network coverage. Many logistics enterprise profitability is in the low state with low price and high investment. How to crack the puzzle, different logistics enterprises have different answer. Company D is one of the world's largest logistics service providers, has a huge service network and organizational structure. But Company D also has inevitable associated with large enterprises: Communication with the customers of a lengthy process, weak link of complaint handling, too many manual work with physical paperwork, a lot of repetitive work, lack of transparency in the key business data, and so on. A series of "symptoms" has appeared. Company D has been affected by the level of service and customer satisfaction by them. Therefore, Company D announced at the end of 2012 to begin business process reengineering (BPR). This paper based on the concept of business process reengineering (BPR) and implementation, elaborated the business process reengineering theory, proposed by Michael Hammer. And logistics industry is reviewed simply coupled with the development of Company D. Then this paper adopts literature research, cases with sub-brand of the company: Global Forwarding Company, for example, detailed description and evaluation of the company D as-is process and organization structure, analyzes the bottleneck which bounded Company D from good to great. After a detailed description of Company D business process reengineering and organizational change process, and combined with the author acquired knowledge in learning stage of MBA, to evaluate the whole process of implementation. After analyzed the change process, the author sort out three key influence factors, which would decide the final outcome of company D implementation of business process reengineering and look into the next step of business process reengineering and organization change of Company D. This paper has certain reference value for the Company D implementation of business process reengineering and organizational change, with other similar companies’ related work. Company D, in the business process reengineering activities just focus on the process itself and achieve 2015 strategy. The author through the study on the business process reengineering of company D, added to the business process reengineering for company D bring another result, namely the business process reengineering triggers organizational change and innovation of the organizational change theory and implementation of business process reengineering, the combination of company D organization is expounded on the role of business process reengineering. And the author also in company D design new process activities, extracting the seven principles of process design of business process reengineering theory, the company D for practical application of the business process reengineering, promoted to theoretical height.
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