H公司流程再造重点策略的分析与应用
摘要
随着电子技术的日新月异、电子产品更新换代迅速、行业竞争日趋激烈，给为之配套的上游电子元器件企业带来了产品生命周期缩短、持续降低成本的压力加大的影响。而且我国加入WTO后，已成为全球电子元器件的重要制造基地之一，出口在近年来一直保持了高速增长，同时国内元器件市场却呈现出供大于求的态势，众多元器件厂商纷纷致力于扩大出口业务，使出口竞争加剧。在此环境下，本文针对一电子元件企业——H公司欲推动流程再造来解决公司现存问题，达到建立核心竞争优势目标这一事件，通过对公司内外环境分析，认为该公司流程再造的重点策略在于变革与上下游相邻结点企业间的业务流程，达成互利合作关系，改善其外部生存空间。并运用该重点策略下的策略行动对H公司所处的上下游局部系统进行重构，将重构后形成的三种组织结构模式在H公司与相邻结点企业间比较其作用效果，从而找出了最利于实现H公司流程再造目标的组织结构模式。
本文的研究重点在于分析了两种不同性质的需求波动对H公司的影响，指出产生高库存与低订单及时率问题的根本原因在于下游企业需求波动的影响，以及详细探讨并验证了供应商管理库存模式(VMI)和第三方物流模式(TPL)对降低局部系统库存、提高服务水平、增强信息可得性的作用和对双方的利益所在，并从H公司的立场出发，在风险共担的原则下，探讨了建立一定组织结构模式的必要条件和H公司所需付出的投入。最后阐明了H公司未来的核心竞争优势来源于外部良好的客户——供应商伙伴关系与内部核心技术能力的结合。对于急欲通过流程再造来提升竞争力的H公司来讲，本文提出的跨组织流程再造方案具有一定实际意义。
Since the electronic products renew very often and competition of industry become increasingly vigorous,the electronic element firms as the assembly plants' suppliers are comfronted by the pressure of persistant cost reduction,while the life cycle of electronic element also get shortened. Moreover,along with China's entry into WTO,China has become one of important global manufacturing centers of electronic element,which brings the domestic element firms opportunities to enlarge their export business and thus make the competition more intensified. Under such circumstances,H company as an element supplier wants to implement BPR to resolve the current problems and build up sustainable competitive advantage. This research suggests the key strategy for H company's BPR is to establish cross-organizational alliance with the relevant firms on the supply chain,and then applies the strategic actions under this key strategy to reengineer the inter-organizational business process and finally form three inter-organizatio
nal structure modes including VMI mode,TPL mode and VMI+TPL mode. After comparing the effect each mode makes between H company and each of the relevant firms,this research tries to find out an optimal inter-organizational structure mode between H company,distributors,assembly plants,and key material suppliers.
This research emphasizes to analyse how the demand fluctuation has great impact on H company's inventory and service level,and explore the essential cause which results in problems. And to next,we come to understand how VMI and TPL act positively to reduce safety inventory,improve quick response to customer's need,and enhance the information availability. Finally,we discuss which necessary conditions should be needed and what investment H company should pay to establish cooperative client-supplier realationship.
本文的研究重点在于分析了两种不同性质的需求波动对H公司的影响，指出产生高库存与低订单及时率问题的根本原因在于下游企业需求波动的影响，以及详细探讨并验证了供应商管理库存模式(VMI)和第三方物流模式(TPL)对降低局部系统库存、提高服务水平、增强信息可得性的作用和对双方的利益所在，并从H公司的立场出发，在风险共担的原则下，探讨了建立一定组织结构模式的必要条件和H公司所需付出的投入。最后阐明了H公司未来的核心竞争优势来源于外部良好的客户——供应商伙伴关系与内部核心技术能力的结合。对于急欲通过流程再造来提升竞争力的H公司来讲，本文提出的跨组织流程再造方案具有一定实际意义。
Since the electronic products renew very often and competition of industry become increasingly vigorous,the electronic element firms as the assembly plants' suppliers are comfronted by the pressure of persistant cost reduction,while the life cycle of electronic element also get shortened. Moreover,along with China's entry into WTO,China has become one of important global manufacturing centers of electronic element,which brings the domestic element firms opportunities to enlarge their export business and thus make the competition more intensified. Under such circumstances,H company as an element supplier wants to implement BPR to resolve the current problems and build up sustainable competitive advantage. This research suggests the key strategy for H company's BPR is to establish cross-organizational alliance with the relevant firms on the supply chain,and then applies the strategic actions under this key strategy to reengineer the inter-organizational business process and finally form three inter-organizatio
nal structure modes including VMI mode,TPL mode and VMI+TPL mode. After comparing the effect each mode makes between H company and each of the relevant firms,this research tries to find out an optimal inter-organizational structure mode between H company,distributors,assembly plants,and key material suppliers.
This research emphasizes to analyse how the demand fluctuation has great impact on H company's inventory and service level,and explore the essential cause which results in problems. And to next,we come to understand how VMI and TPL act positively to reduce safety inventory,improve quick response to customer's need,and enhance the information availability. Finally,we discuss which necessary conditions should be needed and what investment H company should pay to establish cooperative client-supplier realationship.
引文
[1] 蒋永宁．中国信息产业和电子元器件发展蓝图．电子产品世界．2001(6)15-18
[2] Davenport, T.H. The New Industrial Engineering: Information Technology and Business Process Redesign. Sloan Management Review 1999(1) 11—27
[3] Altinkemer, K.Business Process Reengineering and Organizational Performance: An Exploration of Issues. International Journal of Information Management 1998 (6) 381—392
[4] Earl, M.J. The New and Old of Business Process Redesign. Journal of Information System 1996(1) 5—22
[5] Hammer, M.Reengineering Work: Don't Automate, Obliterate. Harvard Business Review 1990(4) 104—112
[6] 余菁等．企业再造．2000年 广州 广东经济出版社
[7] Nissen, M.E. and Sampler, M.Strategies for Business Process Reengineering: Evidence from Field Studies. Journal of Management Information System Summer 1995 31—56
[8] Kettinger, W., Grover, V., Guha, S., and Teng, J.T.C. Business Process Change and Organizational Performance: Exploring an Antecedent Model. Journal of Management Information System Summer 1998 119—154
[9] Earl, M.J. and Bushra. How New is Business Process Redesign. Europe Management Journal 1994(12) 20—30
[10] Beamon, B.M. Measuring Supply Chain Performance. International Journal of Operations & Production Management. 1999 (3) 275—292
[11] 马士华等．供应链管理．2000年 北京 机械工业出版社
[12] 骆温平．第三方物流理论、操作与案例．2001年 上海 上海社会科学院出版社
[13] 大卫．辛奇-利维．供应链设计与管理：概念、战略与案例．季建华等译．2000年 上海 上海远东出版社
[14] Sunil, C.Supply Chain Management: Strategy, Planning, and Operation. 2001 Prentice Hall, Inc.
[15] Michiel.R.Leenders, 采购与供应管理．张杰等译．2001年 北京 机械工业出版社
[16] V.Grover and W.J.Kettinger (eds). Business Process Change: Reengineering Concepts, Methods and Technologies. 1997 Idea Group Publishing
[17] Broadbent,M.,Weil,P., and St. Clair, D. The Implications of Information Technology Infrastructure for Business Process Redesign. MIS Quarterly 1999
(6)159—182
[18] 王之泰．现代物流管理．2001年 北京 中国工人出版社
[19] 弗雷德. R. 戴维，战略管理．1998年 北京 经济科学出版社
[20] 王宇．在实施BPR的企业中运用Intranet的探讨．天津大学学报 1999 (3)
[21] 张毅．MRPⅡ原理及应用．1998年 北京 清华大学出版社
[22] 文渊．片式电容器产品与市场．电子元件与材料 2001 (3) 17—20
[23] 周庆等．企业流程再造在元器件配套业务中的应用．北京理工大学学报 1999 (4)
[24] 黄国青等．企业流程再造中存在的问题分析及对策研究．西北工业大学学报 1999 (3)
[25] 张金成等．再造工程．1996年 天津 天津人民出版社
[26] 芮明杰．再造流程．1997年 杭州 浙江人民出版社
[27] 顾桥．供应链中牛鞭效应及其缓解对策．武汉汽车工业大学学报 1999 (4)
[28] 李建中等．企业流程再造——管理模式的变革．工业工程与管理 1997 (3) 18—21
[29] 马士华等，基于集成化供应链管理的MPR系统设计．管理科学学报 1999(1)
[30] 宋华．现代物流与供应链管理案例．2001年 北京 经济管理出版社
[31] 雷明．BPR先行谈信息化与企业业务流程的关系．管理科学学报 1999 (2)
[32] 陈安琪．网络时代IMB公司实施企业再造的战略初探．华南理工大学学报 1999 (2)
[33] 乔恩.R. 卡曾巴赫等著．郭力译．改革领导人．1999年 北京 经济科学出版社
[34] Kettinger, W.J., and Grover, V.Special Section: Toward a Theory of Business Process Change Management. Journal of Management Information System Summer 1995 9—30
[35] Hammer, M. and Champy, J.Reengineering the Corporation. 1993 Harper Collins Publisher
[36] Kuglin, F.A. Customer-Centered Supply Chain Management: A Link-by-link guide. 1998 New York: AMACOM
[37] Moseng, B. and Bredrup, H.A Methodology for Industrial Studies of Productivity Performance. Production Planning and Control 1993(3) 56--78
[38] Davenport, T.H. Process Innovation: Reengineering Work Through Information Technology. 1993 Harvard Business School Press
[39] Andel, T.Manage Inventory, Own Information. Transportation& Distribution 1996(37) 54
[2] Davenport, T.H. The New Industrial Engineering: Information Technology and Business Process Redesign. Sloan Management Review 1999(1) 11—27
[3] Altinkemer, K.Business Process Reengineering and Organizational Performance: An Exploration of Issues. International Journal of Information Management 1998 (6) 381—392
[4] Earl, M.J. The New and Old of Business Process Redesign. Journal of Information System 1996(1) 5—22
[5] Hammer, M.Reengineering Work: Don't Automate, Obliterate. Harvard Business Review 1990(4) 104—112
[6] 余菁等．企业再造．2000年 广州 广东经济出版社
[7] Nissen, M.E. and Sampler, M.Strategies for Business Process Reengineering: Evidence from Field Studies. Journal of Management Information System Summer 1995 31—56
[8] Kettinger, W., Grover, V., Guha, S., and Teng, J.T.C. Business Process Change and Organizational Performance: Exploring an Antecedent Model. Journal of Management Information System Summer 1998 119—154
[9] Earl, M.J. and Bushra. How New is Business Process Redesign. Europe Management Journal 1994(12) 20—30
[10] Beamon, B.M. Measuring Supply Chain Performance. International Journal of Operations & Production Management. 1999 (3) 275—292
[11] 马士华等．供应链管理．2000年 北京 机械工业出版社
[12] 骆温平．第三方物流理论、操作与案例．2001年 上海 上海社会科学院出版社
[13] 大卫．辛奇-利维．供应链设计与管理：概念、战略与案例．季建华等译．2000年 上海 上海远东出版社
[14] Sunil, C.Supply Chain Management: Strategy, Planning, and Operation. 2001 Prentice Hall, Inc.
[15] Michiel.R.Leenders, 采购与供应管理．张杰等译．2001年 北京 机械工业出版社
[16] V.Grover and W.J.Kettinger (eds). Business Process Change: Reengineering Concepts, Methods and Technologies. 1997 Idea Group Publishing
[17] Broadbent,M.,Weil,P., and St. Clair, D. The Implications of Information Technology Infrastructure for Business Process Redesign. MIS Quarterly 1999
(6)159—182
[18] 王之泰．现代物流管理．2001年 北京 中国工人出版社
[19] 弗雷德. R. 戴维，战略管理．1998年 北京 经济科学出版社
[20] 王宇．在实施BPR的企业中运用Intranet的探讨．天津大学学报 1999 (3)
[21] 张毅．MRPⅡ原理及应用．1998年 北京 清华大学出版社
[22] 文渊．片式电容器产品与市场．电子元件与材料 2001 (3) 17—20
[23] 周庆等．企业流程再造在元器件配套业务中的应用．北京理工大学学报 1999 (4)
[24] 黄国青等．企业流程再造中存在的问题分析及对策研究．西北工业大学学报 1999 (3)
[25] 张金成等．再造工程．1996年 天津 天津人民出版社
[26] 芮明杰．再造流程．1997年 杭州 浙江人民出版社
[27] 顾桥．供应链中牛鞭效应及其缓解对策．武汉汽车工业大学学报 1999 (4)
[28] 李建中等．企业流程再造——管理模式的变革．工业工程与管理 1997 (3) 18—21
[29] 马士华等，基于集成化供应链管理的MPR系统设计．管理科学学报 1999(1)
[30] 宋华．现代物流与供应链管理案例．2001年 北京 经济管理出版社
[31] 雷明．BPR先行谈信息化与企业业务流程的关系．管理科学学报 1999 (2)
[32] 陈安琪．网络时代IMB公司实施企业再造的战略初探．华南理工大学学报 1999 (2)
[33] 乔恩.R. 卡曾巴赫等著．郭力译．改革领导人．1999年 北京 经济科学出版社
[34] Kettinger, W.J., and Grover, V.Special Section: Toward a Theory of Business Process Change Management. Journal of Management Information System Summer 1995 9—30
[35] Hammer, M. and Champy, J.Reengineering the Corporation. 1993 Harper Collins Publisher
[36] Kuglin, F.A. Customer-Centered Supply Chain Management: A Link-by-link guide. 1998 New York: AMACOM
[37] Moseng, B. and Bredrup, H.A Methodology for Industrial Studies of Productivity Performance. Production Planning and Control 1993(3) 56--78
[38] Davenport, T.H. Process Innovation: Reengineering Work Through Information Technology. 1993 Harvard Business School Press
[39] Andel, T.Manage Inventory, Own Information. Transportation& Distribution 1996(37) 54