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研究生:薛復興
研究生(外文):Hsieh Fu-Hsing
論文名稱:國營事業企業化先導研究-以台電所屬單位為例
論文名稱(外文):A Pilot Study on Enterprization of a National Enterprise: A case of Taiwan Power Company
指導教授:王銘宗王銘宗引用關係
指導教授(外文):Wang Ming-Tzong
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:工業工程學研究所
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2001
畢業學年度:89
語文別:中文
論文頁數:196
中文關鍵詞:國營事業自由化民營化多角化標竿法深度訪談法SWOT/PEST分析庫儲管理
外文關鍵詞:National EnterpriseLiberalization PrivatizationEnterprizationDiversificationBench MarkingIn-Depth InterviewSWOT/PEST AnalysisWarehouse Management
相關次數:
  • 被引用被引用:4
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  • 下載下載:169
  • 收藏至我的研究室書目清單書目收藏:4
本文舉台灣電力公司所屬單位為例,在探討國營事業因應自由化、民營化、企業化趨勢,在企業化方面如何規劃經營、評估績效,以提升效能、效益,達到永續經營之目的。由於全球自由化、國際化思潮的影響,國營事業近年來深受各界矚目,民國85年「國家發展會議」結論建議:國營事業應於五年內完成民營化,因此國營事業配合民營化政策,多積極推動企業化及多角化經營事宜,以期因應未來變局,發揮企業經營之合理績效。
本研究擬藉標竿及深度訪談法,由台電內部理出各事業之核心競爭,在結合庫儲管理、供應鏈管理、IDEF及SWOT/PEST分析、企業流程再造工程等管理理論工具下,探討建構某國營事單位因應民營化政所進行之企業效能、效率及多角化經營之規劃參考模式,俾供其運用既有資源與技術優勢,作為開創新事業之參考與應用。
依本研究建構之模式,以及針對台灣電力公司之進行之個案研究,主要研究發現如下:
1.事業單位在管理上可藉某些如存貨、流程等之改善,即可明顯提昇其經營管理之績效。
2.多角化經營之規劃重點在於人力轉置,其經營專業能力(如法律、財務、行銷等),應於規劃階段即行培訓。其事業體可先在國營體制下經營,俟民營化後擇機以轉投資方式成立公司再逐步形成企業集團。
This paper is a case study of Taiwan Power Company , a government-sponsored enterprise, to investigate how an organization plans its operation and evaluates its performances to meet the business goals of effectiveness ,efficiency, and competitiveness under the impact of liberalization ,privatization and enterprization policies .The study describes how a national enterprise carries out operational plan in improving performance and enhancing diversification under the privatization.
It has been a global issue to internationalize and privatize a business , and the appeal to speed up the privatization process has been high on the agenda for government-run enterprise . The 1996 Conference of National Development instituted that national enterprise should be privatized in five years. The privatization policy has prompted the enterprises have to carry out the plan promoting the business and diversification .
The aim of this study is to find out the core competencies by ways of Bench -Marking and In-Depth Interview。 Theories and tools applied in this study includes Warehouse Management, Supply Chain Management, SWOT/PEST Analysis, IDEF, and Business Process Reengineering which are used to construct a models for national enterprise. The model serves as a prototype for any enterprise wishing to create a new business group by utilizing its readily available resource and technical advantage.
The main results of the studies are as follows:
1.The operational performance can be greatly improved through inventory management and procedural control,
2. Diversification is achieved through manpower transformation .The specialized capabilities such as law, finance, marketing should be trained in early stage of planning .The subsidiaries could operate under the system of government-owned enterprises until privatization is completed and new firms formed through reinvestment.
第一章、緒論5
1.1研究動機與目的5
1.2研究背景說明5
1.3研究流程及架構5
1.3.1輸工處研究架構6
1.3.2研究方法8
1.3.3研究範疇8
第二章、臺電輸工處現況10
2.1現行相關組織及任務10
2.2器材種類及特性10
2.2.1線路器材10
2.2.2電纜器材10
2.2.3變電器材10
2.2.4工程性質11
2.2.5作業流程11
2.3輸工處近年來之用料金額及週轉率11
2.3.1變電器材寄存廠家說明12
第三章、庫存管理理論分析13
3.1物流體系之作業內涵13
3.1.1採購管理13
3.1.2進貨作業14
3.1.3存貨管理15
3.1.4領貨作業16
第四章JIT/MRP II作業規劃19
4.1 MRPⅡ系統之文獻回顧19
4.1.1 MRP之理論基礎與運作方式19
4.1.2 MRPⅡ之意義與特性分析20
4.2 JIT與MRPⅡ系統整合性研究22
4.2.1 JIT與MRPⅡ系統之分析與比較22
4.2.2 JIT與MRPⅡ系統之整合23
第五章、供應鏈管理26
5.1供應鏈定義26
5.2供應鏈模式27
5.3供應鏈最適化的追求27
5.4供應鏈中的價值活動28
5.5全球供應鏈管理28
5.6全球供應鏈的據點策略30
5.7 全球供應鏈的運籌管理31
5.8全球供應鏈的供應商管理32
5.9資訊科技對供應鏈管理之影響35
第六章、台電與歐美日台塑庫存管理制度比較之探討37
6.1存貨週轉率37
6.1.1存貨週轉率計算方式37
6.1.2存貨週轉率運用原則37
6.1.3歐、美、日同業器材庫存資料37
6.2台塑企業庫存管理制度42
6.2.1台塑企業訪談紀錄42
6.2.2參訪內容42
6.2.3台塑庫存制度探討45
6.3臺塑麥寮汽電公司庫存資料47
6.3.1背景及組織47
6.3.2庫儲資料48
6.4台電與歐美日同業及台塑企業各項指標之比較48
6.4.1庫存資料整理48
6.5台電輸工處與麥寮汽電公司比較50
6.6土地取得爭議之調查51
6.6.1美國田納西電力公司51
6.6.2日本中國電力51
6.6.3麥寮電廠52
第七章、訪談結果及問卷調查53
7.1訪談53
7.1.1次數、對象及內容53
7.1.2訪談結果53
7.1.3組織面54
7.1.4流程面55
7.1.5物料管理面56
7.1.6資訊面58
7.2問卷調查59
7.2.1問卷設計之理論59
7.2.2調查結果59
第八章、輸工處工程器材庫存管理現況分析61
8.1 IDEF0方法論簡介61
8.2 IDEF0規格技術62
8.3以IDEF0表示之現況研究63
8.3.1輸變電工程管理系統流程展開圖第一層63
8.3.2輸變電工程管理流程展開圖第二層65
8.3.3 輸變電工程管理系統流程展開圖第三層66
8.3.4現況問題點說明68
8.4 資訊系統現況探討69
8.4.1資訊系統整合內容概述69
8.4.2資訊系統反應能力概述:70
8.5台電輸工處庫存管理問題點彙總70
8.5.1針對輸變電工程管理作業問題點70
第九章、台電輸工處庫存量之分析72
9.1近年來庫存量之探討72
9.2庫存量之追求74
9.2.1台電現行庫存資料分析與比較74
9.2.2建立迴歸模型74
9.2.3合理的庫存量75
第十章、國內外企業改造探討76
10.1 標竿典範與文獻案例彙整76
10.1.1 公營事業民營化案例76
10.1.2 外國電業民營化案例79
10.1.3. 公營事業多角化案例82
10.1.4民營企業多角化案例87
10.1.5 外國企業多角化案例90
10.1.6 外國企業環保部門進行多角化經營案例92
10.1.7 標竿典範結論95
10.2 藉由價值鏈分析發掘優勢與劣勢並確立核心競爭力96
10.3 透過產業分析研判機會與威脅97
10.4 考量價值管理提出初步方案97
10.5 透過企業再造決定多角化方案99
第十一章 個案研究──以台電環保業務為例103
11.1 台電環保業務現況103
11.1.1 台灣電力公司簡介103
11.1.2 台電民營化現況103
11.1.3 台電多角化現況104
11.1.4 台電環保業務之分析106
11.2 台電環保處的優勢與劣勢115
11.3 台電環保業務的機會與威脅117
11.3.1 環境保護產業規模117
11.3.2 環保產業變動趨勢119
11.3.3 環保產業成長與業務區隔123
11.3.4 環保產業的機會與威脅125
第十二章、結論與建議129
12.1輸變電工程處部分129
12.1.1完成重點工作項目129
12.1.2建議項目129
12.1.3策略與控管規劃132
12.1.4軟硬體規劃133
12.1.5工程管理主要工作項目之修正137
12.1.6工程管理次要工作項目之修正138
12.1.7 LIS 系統分析架構139
12.2環保處部分140
12.2.1提出初步方案140
12.2.2 決定多角化方案 142
參考文獻 145
附錄 157
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