臺灣博碩士論文加值系統

企業流程改善就是要“針對競爭環境和顧客需要的變化”，對業務流程進行“根本的重新思考”和“徹底的重新設計”，再造新的業務流程，以求在「速度」、「品質」、「成本」、「服務」（TQCS）等各項績效考核的關鍵指標上取得顯著改善。然而，在實務運作的過程中，雖然業者已逐漸具備流程再造以提昇對顧客服務品質的概念，然而，究竟流程應如何調整？調整後的效益如何？均充滿著相當高的不確定性，如果每一項作業流程的改善措施在實際執行以前，能夠利用模擬的方式，預先掌握可能的影響，對業者進行各項作業流程之改善，將有極大的助益。
近年來零售業競爭激烈，快速回應顧客需求已成為企業強化本身的競爭能耐的重要因素之一，如何創新經營策略以減少庫存、降低持有成本並提高到貨服務品質，便成為零售業面臨的新挑戰。推動越庫作業時由於各自的需求不同，因而會對所屬供應鏈的供應商、物流中心以及通路分店產生不同的影響。然而，企業流程改善可藉由許多不同的方法及技術予以模組化，同時藉由模擬軟體的視覺效果呈現，從而瞭解任何改善的可能性。為進一步分析流程改善前後的結果，本研究以Supply Chain Operation Reference metrics作為各流程作業績效評估的標準。
本研究以採用第三方物流的量販通路B物流中心配合促銷活動導入越庫作業策略為例，說明如何利用模擬方法，協助企業進行流程改善。由模擬結果中發現，Flow-through作業在可靠度、彈性以及資本投入的成效上均優於其他物流作業模式。對零售業者、供貨廠商以及第三方物流而言均為最佳的作業選項。因其能刪除物流作業中不必要的倉儲及撿貨活動以減少物流費用並提高顧客滿意度，而不會增加廠商的負擔以及影響第三方物流的收入。咸信，在推動作業流程改善之時，所受到的阻力亦相對較小。

Business process reengineering (redesign) is to rethink fundamentally and redesign radically the business processes to achieve dramatic improvements in performance. Although the companies acquire gradually the concept to improve the efficiency, service and quality, to some extent, it’s still with high uncertainties while redesigning the business process and evaluating the outcomes of new system. Under this situation, if each redesigned business process could be simulated and analyzed effectively before rollout in order to identify any potential impact, it will facilitate those corporations who are devoting the business process redesign.
A throat-cutting like competition among the retailing channels in Taiwan market has caused the profit of this business getting less and less in years. To quick response to the needs of customer, the retailers thought to create an innovative strategy to reduce inventory, lower the holding cost and increase delivery service quality. Implementing cross-docking is considered to be one of the solutions.
This research takes the hyper retailer B used 3PL as an example to study the possibility of the redesigned business process working cross the functions by implementing the cross-docking/flow-through operation in logistics to match the demand of promotion activity and to simulate by advanced software Flexsim. For further analyzing the differences between the process of As-Is and To-Be, the simulation results of each operation will be measured by Supply Chain Operation Reference metrics.
From comparison of simulation, it's found that the flow-through operation performs excellently on the measurements of reliability, flexibility and assets. And, it may be the optimal operation for retailer, supplier or 3PL as it eliminates the unnecessary activities of warehousing and picking to reduce the logistic cost and improving the customer satisfaction without causing the burden of supplier and endangering the income of 3PL. It’s believed that the resistance of implementation will be less than cross-docking.

ACKNOWLEGEMENTS I
ABSTRACT III
CHINESE ABSTRACT IV
TABLE OF CONTENTS V
LIST OF FIGURES VIII
LIST OF TABLES X

CHAPTER 1 INTRODUCTION - 1 -
1.1 MOTIVATION - 2 -
1.2 OBJECTIVE AND SCOPE OF RESEARCH - 3 -
1.3 STRUCTURE OF RESEARCH - 3 -

CHAPTER 2 LITERATURE REVIEW - 5 -
2.1 BUSINESS PROCESS REDESIGN (BPR) - 5 -
2.1.1 Origin of BPR - 5 -
2.1.2 Definition of BPR - 6 -
2.1.3 BPR Methodologies, Method and Tools - 8 -
2.1.3.1 BPR Methodologies - 8 -
2.1.3.2 BPR Methods - 10 -
2.1.3.3 BPR Tools - 12 -
2.1.4 Ensuring BPR Success - 13 -
2.2 CROSS-DOCKING - 16 -
2.2.1 Cross-docking Operation - 16 -
2.2.2 Cross-docking Requirements - 17 -
2.2.3 Inventory Management in Cross-docking - 19 -
2.3 SIMULATION - 21 -
2.3.1 System and Model - 21 -
2.3.2 Definition of Simulation - 23 -
2.3.3 Simulation Classification - 25 -
2.3.4 Simulation Process - 26 -
2.3.5 Advantages and Disadvantages of the Simulation - 28 -

CHAPTER 3 METHODOLOGY OF RESEARCH - 29 -
3.1 BUSINESS PROCESS SIMULATION - 29 -
3.1.1 Steps to Build a BPR Simulation - 30 -
3.2 PERFORMANCE MEASUREMENT - 31 -
3.2.1 Supply-Chain Operations Reference Model - 31 -
3.2.2 Metrics of SCOR - 33 -
3.3 FLEXSIM - 35 -
3.3.1 Introduction of Flexsim - 35 -
3.3.2 Features of Flexsim - 35 -
3.3.3 Terminology of Flexsim - 37 -
3.3.4 Flexsim Model Development - 38 -
3.3.5 Object Parameters and Properties Windows - 40 -
3.3.5.1 Object Properties Window - 40 -
3.3.5.2 Object Parameters Window - 41 -

CHAPTER 4 CASE STUDY - 42 -
4.1 BACKGROUND - 42 -
4.2 PROCESS MAPPING/OPERATIONAL METHOD STUDY - 43 -
4.2.1 Promotion Ordering Process of As-Is - 43 -
4.2.2 Identify the Rooted Causes - 45 -
4.3. BUSINESS PROCESS REDESIGN - 46 -
4.3.1 Mapping Process Flow - 46 -
4.3.2 Proposed Solution for Promotion Ordering Process of To-Be - 48 -

CHAPTER 5 SIMULATION WITH FLEXSIM - 53 -
5.1 MODELING OF PROMOTION ORDERING PROCESS - 53 -
5.2 FLEXSIM OBJECTS USED FOR MODEL BUILDING - 55 -
5.2 SETTING OBJECT PARAMETERS - 58 -
5.2.1 Combiner Tab Page - 58 -
5.2.2 Conveyor Tab Page - 60 -
5.2.3 Flow Tab Page - 63 -
5.2.4 FlowNode Tab Page - 65 -
5.2.5 Queue Tab Page - 66 -
5.2.6 Rack Tab Page - 68 -
5.2.7 Rack Size Table Tab Page - 70 -
5.2.8 Separator Tab Page - 71 -
5.2.9 Source Tab Page - 72 -
5.2.10 Traffic Control Page - 74 -
5.2.11 Transporter Tab Pages - 76 -
5.3. WITHOUT SYSTEM CONSTRAINT IN PROMOTION ORDERING PROCESS (AS-IS) - 77 -
5.3.1 Shipment by Picking Cases - 78 -
5.3.1.1 Statement of Process Flow - 78 -
5.3.1.2 Facility Layout of picking by Cases - 78 -
5.3.1.3 Variables Setting - 79 -
5.3.2 Shipment by Picking Pallet - 80 -
5.3.2.1 Statement of Process Flow - 80 -
5.3.2.2 Facility Layout of Picking by Pallet - 81 -
5.3.2.3 Variables Setting - 82 -
5.4. WITH SYSTEM CONSTRAINT AT PROMOTION ORDERING PROCESS (TO-BE) - 83 -
5.4.1 Integrated with Flow-through Operation - 84 -
5.4.1.2 Statement of Process Flow - 84 -
5.4.1.2 Facility Layout - 84 -
5.4.1.3 Variables Setting - 85 -
5.4.2 Integrated with Cross-docking Operation - 86 -
5.4.2.1 Statement of Process Flow - 86 -
5.4.2.2 Facility Layout - 87 -
5.4.2.3 Variables Setting - 88 -
5.5 RESULT COMPARISON - 89 -
5.5.1 Supply Chain Reliability: - 89 -
5.5.2 Supply Chain Responsiveness - 90 -
5.5.3 Supply Chain Flexibility - 91 -
5.5.4 Supply Chain Cost and Logistics Fee - 91 -

CHAPTER 6 CONCLUSION - 95 -
6.1 DISCUSSION AND IMPLICATION - 95 -
6.2 FUTURE RESEARCH - 98 -

REFERENCES - 99 -

APPENDICES - 105 -

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