臺灣博碩士論文加值系統

面對全球經濟自由化、國際化的衝擊，經營環境日益艱難，企業無不絞盡腦汁希望透過各種方式，來提升企業整體的競爭力。許多企業體為了更專注於自身企業的發展與降低成本，而將本身的業務分為本職與非本職，並將非本職的一些業務都採取委外的方式來處理，進而造成了大量的委外案件，舉凡資訊委外案、生產設備維護委外、運輸委外、員工餐\廳委外、廠內保全委外、廠房維護委外…等，都是企業可能採取的委外項目。
因此，一個大型企業運作中，將可能搭配著大量的委外案件執行，而為了達到增加實行效能與效率、縮短案件執行時間與確保品質，因此每一種委外案件皆建立個別系統以實行管理，雖然個別系統的建立可以有效的管控各種不同屬性的委外案件，但無形中也增加了額外的處理時間成本與重複的一些工作流程。
故本研究透過分析委外案件的特性，將委外案件分成「專案型」、「長期契約型」與「專案與長期契約混合型」三種類型，並對個案公司之委外負責單位主管與員工進行訪談，進而分析此三種類型的委外案件流程，與流程當中可能發生的一些問題。
根據分析之資料，本研究先設計出委外平台之運作流程，並針對流程上會發生的問題使用資訊系統的解決方案，並採用模擬工具Arena進行模擬，以瞭解委外平台對於委外案中問題的處理效率。分析模擬結果指出，本研究所設計之管理所有委外案件之平台，提出之資訊平台解決方案有利於委外案中問題的處理效率，並可作為日後導入類似平台的借鏡。

Facing the crush of the liberalization and globalization, the companies try their best to improve the ability of competitiveness. For saving cost and focusing on their development, the enterprises divide their business into two parts: the core and the non-core. The establishments assign others companies to conduct the non-core business such as information outsourcing, equipment-maintaining outsourcing, catering outsourcing, security outsourcing and so on. There may be many outsourcing cases in a large commercial enterprise. In order to enhance the efficiency and efficacy, reduce executing time and ensure the quality, the individual system is established. Although the individual system can administer the various kinds of outsourcing cases, it gains extra processing-time and reduplicate working-processes.
Based on the specialties, the outsourcings are divided into three kinds: project, long-term contract, the combined of project and long-term contract. The outsourcing process and problems are examined by interviewing the employers and employees. According to the analyses, the operation procedures of outsourcing platform, the manuals of operating system, and the simulation with Arena are designed. Due to the results of simulation, the platform can solve the outsourcing problems and increase the efficiency. Therefore, the template can be established.

目錄
第一章 緒論 ........................................................ 1
1.1 研究背景 ...................................................... 1
1.2 研究動機 ...................................................... 1
1.3 研究目的 ...................................................... 1
1.4 研究流程 ...................................................... 2
第二章 文獻探討 .................................................... 4
2.1 企業核心能力 .................................................. 4
2.1.1企業核心能力之定義與討論 ................................ 4
2.1.2 企業非核心能力及非核心職務 .............................. 7
2.2 委外 ......................................................... 8
2.2.1委外定義 ................................................ 8
2.2.2外包的原因與外包優缺點比較 .............................. 8
2.3流程分析與設計之工具 ......................................... 10
2.3.1 一般流程圖 ............................................. 10
2.3.2 整合性流程圖 ........................................... 13
2.3.3 工具之評論 ............................................. 16
2.4.模擬技術 ..................................................... 18
2.4.1 模擬技術之概述 ......................................... 18
2.4.2 模擬軟體介紹 ........................................... 19
2.4.3 模擬工具之未來趨勢 ..................................... 20
第三章 研究方法設計 ............................................... 21
3.1 問題描述 ..................................................... 22
3.1.1 委外特性分析 ........................................... 23
3.2 流程分析 ..................................................... 27
3.2.1 分析工具選用 ........................................... 27
3.2.2 流程問題分析 ........................................... 28
3.2.3 預期效益分析 ........................................... 28
3.3 平台發展與驗證 ............................................... 29
3.3.1 平台發展 ............................................... 29
3.3.2 模擬驗證 ............................................... 30
第四章 個案分析 ................................................... 31
4.1 個案公司介紹 ................................................. 31
4.2 委外平台發展與設計 ........................................... 34
4.2.1 特性與流程分析 ......................................... 34
4.2.2 流程問題分析 ........................................... 45
4.2.3 績效衡量指標 ........................................... 48
4.2.4 問題解決方案構築 ....................................... 50
4.3 模擬模型建構 ................................................. 56
4.3.1 現況與平台模型建構 ..................................... 56
4.3.2 模型驗證 ............................................... 64
4.4 模擬 ......................................................... 66
4.5 總結 ......................................................... 67
第五章 結論與後續研究 ............................................. 68
5.1 研究結論與貢獻 ............................................... 68
5.2 後續研究與建議 ............................................... 68
參考文獻 .......................................................... 69

中文
1.李清潭、楊斯琦與冷澤森(2008), 企業非核心職務人力外包決策因素及評估之探討, 中華管理評論國際學報, Vol. 11, No. 2
2.崔來意(2000)，高科技公司女性專業人員工作—家庭衝突、工作倦怠及離職意願關係之研究，中山大學人力資源管理研究所碩士論文。
3.梁淑麗 (2000), 協力外包制度下暫時性人力管理之分析-以中鋼公司及其協力廠商為例，國立中山大學人力資源管理研究所碩士論文。
4.傅志忠(1992)，實用系統分析與設計—結構化方法，資訊與電腦出版社。
5.黃仁祈(2003)，企業文化、組織學習、組織創新與企業核心能力間之關係研究，國立成功大學高階管理碩士在職專班碩士論文。
6.劉賓陽(1999)，企業資訊化之整合型流程分析技術，,1999中華民國科技管理論文集。
7.謝昀樺(1998)，廠商核心能力累積與未來資源投入之相關性研究—以台灣資訊電子業為例，東華大學國際企業研究所碩士論文。
英文
1.Adams, D. J.(1979), Computer simulation of ionic systems: The distorting effects of the boundary conditions, Chemical Physics Letters, 62(2), 329-332
2.Arnold, U. (2000), “New dimension of outsourcing：a combination of transaction cost economics and the core competencies concept,” European Journal of Purchasing and Supply Management, vol. 76, pp. 99-108.
3.Bell, R Scott, Kenneth Bresnajan, Doris Chew, Mark Holdrege and John Sander (1999), “Getting to the core of competency,” The Government Accountants Journal, Vol.48, Iss.1, pp. 30-38.
4.Cant, M., Jeynes, L. (1998), "What does outsourcing bring you that innovation cannot? How outsourcing is seen – and currently marketed – as a universal panacea", Total Quality Management, Vol. 9 No.2-3, pp.193-202.
5.Collins, R. & Bechler K. (1997), Outsourcing in the Automotive Industry: From JIT to Modular Consortia, European Management Journal, 15( 5) , 498-508
6.DeMarco, T. (1979), Structured Analysis and System Specification., Eng. Cliffs, Prentice-Hall, USA.
7.Domberger, S. (1998), The Contracting Organization, Oxford University Press, Oxford
8.Gallon, Mark R., Harold M., Stillman David and Coates (1995), “Putting core competency thinking into practice,” Research Technology Management, Vol.38, pp. 20-28.
9.Gay, C.L., Essinger, J. (2000), Inside Outsourcing, Nicholas Brealey Publishing, Londona
10.Gilley, K. M & Rasheed, A (2000), Making More by doing Less: An analysis of Outsourcing and its Effects on Firm Performance, Journal of Management, 26(4), 763-790
11.Gonzalez R., Gasco J., Llopis J. (2005), Information systems outsourcing reasons in the largest Spanish firms, International Journal of Information Management, 25 (2), 117-136.
12.Hafeez, Khalid, YanBing Zhang and Naila Malark (2002), “Determining key capabilities of a firm using analytic hierarchy process,” Int. J. Production Economics, Vol.76, pp. 39-51.
13.Hamel, G.., and C.K. Prahalad (1990), “The core competence of the corporation,” Harvard Business Review, 68(3), pp.79-91.
14.Javidon, Mansour (1998), “Core competences: What dose it mean in practice?” Long Range Planning, Vol.31, No.1, pp. 60-71.
15.Johnson, M (1997), Outsourcing In Brief, Butterworth-Heinemann, Oxford.
16.Johnson, M. (1997), Outsourcing in Brief, Biddles Ltd.
17.Kim, Gary (1995), “Core competence adds value to quality service,” ELECTRONIC industries—Management American’s Network, Vol.99, Iss.12, pp.88.
18.Laabs, J.J. (1993), Successful outsourcing depends on critical factors. Workforce, 72(10);51-60
19.Lampel, Joseph (2001), “The core competencies of effective project executive: The challenge of diversity,” International Journal of Management, Vol.19, pp. 471-483.
20.McNerney, Donald J. (1995), “Accent on core competencies. ''Designer'' downsizing,” HR Focus, Vol.72, pp.1.
21.Monoli, D.(1995), Analyzing Outsourcing: Reengineering Information and Communication Systems, McGraw-Hill.
22.Peterson, J. L. (1981),. Perti-Net Theory and the Modelling of systems, Prentice-Hall,N.J.
23.Prahalad, C. K. (1993), “The role of core competencies in the corporation,” Research Technology Management; Washington, Vol.36, Iss.6, pp. 40.
24.Prahalad, C. K. and Gary Hamel (1990), “The core competence of the corporation,” Harvard Business Review, Boston, Vol.68, Iss.3, pp. 79-91.
25.Shreeveport Management Consultancy (1997), Outsourcing Winning the Benefits, Reaping the Rewards
26.System Modeling Corp. (1994), ARENA User’s Guide. Sewiekley, Penn.
27.Takac, P. F. (1993). Outsourcing Technology. Management Decision, 13(1), 26-37.
28.Tampoe, Mahen (1994), “Exploiting the core competences of your organization,” Long Range Planning, Vol. 27, No. 4, pp. 66-77.
29.Teece, D., G. Pisano and A. Shuen (1997), “Dynamic capabilities and strategic management,” Strategic Management Journal, Vol.18, Iss.7, pp. 509-533.
30.Watson, M.W. (1993). Measures Of Fit For Calibrated Models, Journal Of Political Economy, 101(6), 1011-1041.
網址
1.http://www.usm.maine.edu/~jjensen/coursematerial/MBA675/notes/SLAM_primer.pdf
2.http://www.allbusiness.com/professional-scientific/architectural-engineering/672698-1.html
3.https://engineering.purdue.edu/~engelb/abe565/slam.htm
4.http://www.simscript.com/
5.http://www.xjtek.com/
6.http://www.outsourcing.com/login.asp