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1、個案討論個案討論l l全球市佔率第一的汽車廠，全球市佔率第一的汽車廠，全球市佔率第一的汽車廠，全球市佔率第一的汽車廠，BENZBENZ？BMWBMW？GM GM ？ TOYOTATOYOTA？(JIT (JIT ，Quality Management)Quality Management)l lWal-MartWal-Mart低價策略的背後推手低價策略的背後推手低價策略的背後推手低價策略的背後推手(Supply Chain (Supply Chain Management)Management)l l汽車週休三日汽車週休三日汽車週休三日汽車週休三日(Capacity Planning)(Cap
2、acity Planning)l l鴻海裁過頭，回補萬名員工鴻海裁過頭，回補萬名員工鴻海裁過頭，回補萬名員工鴻海裁過頭，回補萬名員工(Aggregate Production (Aggregate Production Planning)Planning)l l消費券對消費券對消費券對消費券對3C3C產業的影響產業的影響產業的影響產業的影響(Bullwhip Effect)(Bullwhip Effect)l l生產線上看起來很忙碌生產線上看起來很忙碌生產線上看起來很忙碌生產線上看起來很忙碌(Work Study(Work Study，Scheduling Scheduling ， Quali
3、ty ManagementQuality Management，Just in Time)Just in Time)l l黑蔡的抱怨黑蔡的抱怨黑蔡的抱怨黑蔡的抱怨(Bullwhip Effect(Bullwhip Effect，Distribution Channels)Distribution Channels)l lFedEx (speed) vs. FedEx (speed) vs. 宅配宅配宅配宅配 (low cost(low cost，dependable dependable deliveries deliveries ，door to door)door to door)1 1企
4、業功能企業功能l l生產生產生產生產：透過：透過：透過：透過轉換過程轉換過程轉換過程轉換過程將各種將各種將各種將各種投入資源投入資源投入資源投入資源轉換轉換轉換轉換成最終成最終成最終成最終產品與服產品與服產品與服產品與服務務務務。l l行銷行銷行銷行銷：發掘消費者實質或潛在的需求，並透過各種手段加：發掘消費者實質或潛在的需求，並透過各種手段加：發掘消費者實質或潛在的需求，並透過各種手段加：發掘消費者實質或潛在的需求，並透過各種手段加以滿足。以滿足。以滿足。以滿足。l l人力資源管理人力資源管理人力資源管理人力資源管理：配合組織的策略及各項作業需要，適時的：配合組織的策略及各項作業需要，適時的：
5、配合組織的策略及各項作業需要，適時的：配合組織的策略及各項作業需要，適時的提供所需人力在質與量上的滿足。提供所需人力在質與量上的滿足。提供所需人力在質與量上的滿足。提供所需人力在質與量上的滿足。l l研究發展研究發展研究發展研究發展：配合組織的策略需求，維持組織的產品與製程：配合組織的策略需求，維持組織的產品與製程：配合組織的策略需求，維持組織的產品與製程：配合組織的策略需求，維持組織的產品與製程技術在一定水準上的程度，以求提昇企業的競爭力。技術在一定水準上的程度，以求提昇企業的競爭力。技術在一定水準上的程度，以求提昇企業的競爭力。技術在一定水準上的程度，以求提昇企業的競爭力。l l財務財務財
6、務財務：配合組織各項作業，找尋適當資金來源，以最低的：配合組織各項作業，找尋適當資金來源，以最低的：配合組織各項作業，找尋適當資金來源，以最低的：配合組織各項作業，找尋適當資金來源，以最低的資金成本滿足組織資金需求，並將風險控制在可以接受範資金成本滿足組織資金需求，並將風險控制在可以接受範資金成本滿足組織資金需求，並將風險控制在可以接受範資金成本滿足組織資金需求，並將風險控制在可以接受範圍之內。圍之內。圍之內。圍之內。l l資訊資訊資訊資訊：籌建組織的資訊系統，提供組織各階層所需的資訊，：籌建組織的資訊系統，提供組織各階層所需的資訊，：籌建組織的資訊系統，提供組織各階層所需的資訊，：籌建組織的
7、資訊系統，提供組織各階層所需的資訊，以以以以支援內部作業支援內部作業支援內部作業支援內部作業、輔助決策制定輔助決策制定輔助決策制定輔助決策制定，或以，或以，或以，或以網路連結上、下游網路連結上、下游網路連結上、下游網路連結上、下游的供應商、通路與顧客的供應商、通路與顧客的供應商、通路與顧客的供應商、通路與顧客，追求提昇企業的競爭優勢。，追求提昇企業的競爭優勢。，追求提昇企業的競爭優勢。，追求提昇企業的競爭優勢。2 2管理功能管理功能l l規劃規劃：界定組織的：界定組織的目標目標，並找尋，並找尋達成目標達成目標的手段或方法的手段或方法。l l組織組織：界定各單位的業務：界定各單位的業務職掌與權責
8、職掌與權責，建，建立立分工合作的關係分工合作的關係。l l領導領導：激勵激勵員工使其朝向組織的目標努力，員工使其朝向組織的目標努力，提供最大貢獻。提供最大貢獻。l l控制控制：掌握業務的：掌握業務的進行方向進行方向，以追求組織，以追求組織目標的達成。目標的達成。3 3企業管理矩陣企業管理矩陣4 4作業管理的意義作業管理的意義l l管理是藉由管理是藉由規劃、組織、用人、領導、規劃、組織、用人、領導、控制控制等功能性的活動，使組織內部的人等功能性的活動，使組織內部的人物、設備、錢、資訊、時間等物、設備、錢、資訊、時間等資源有效資源有效地整合與運用地整合與運用，俾達組織所追求的目標，俾達組織所追求的
9、目標，並並達成內、外部顧客最大的滿足達成內、外部顧客最大的滿足。5 5生產系統生產系統投入投入 土地土地 勞動勞動 資本資本轉換過轉換過程程產出產出 貨品貨品 服務服務控制控制回饋回饋回饋回饋回饋回饋 附加價值附加價值6 6附加價值附加價值l l作業功能的本質是在作業功能的本質是在轉換的過程中增加價轉換的過程中增加價值值。l l附加價值附加價值(value-added)：投入成本投入成本與與產出產出價值價值（或價格）之間的差異。（或價格）之間的差異。 7 7Processesl lProcesses should Processes should add valueadd value. .l
10、lProcesses can be broken down into Processes can be broken down into sub-processessub-processes, which in turn can be , which in turn can be broken down further.broken down further.l lAny process that is part of a larger Any process that is part of a larger process is considered a “process is consid
11、ered a “nested processnested process.”.”l lEach process and each nested process Each process and each nested process has has inputsinputs and and outputs outputs. .8 8External vs. Internal Customersl lExternal CustomersExternal Customers are those who are those who purchase purchase the goods and se
12、rvicesthe goods and services. .l lInternal CustomersInternal Customers are those who receive are those who receive the output of others within the firm. They the output of others within the firm. They are part of the transformation process.are part of the transformation process.Inputs from other pro
13、cessesTransformation Processes(Adding value)Outputs to Internal or to External customers9 9問題討論問題討論l l提升效率提升效率 壓縮工時壓縮工時l l計程車業可提共的附加價值計程車業可提共的附加價值?l l人力銀行可提供的附加價值人力銀行可提供的附加價值?1010Value Chainsl lValue chains are an interrelated series of processes that produce a service or product to the satisfaction
14、 of customers.l lValue chains may have Value chains may have core processescore processes or or support processessupport processes. .l lCore processes deliver value to external customers.l lSupport processes provide vital inputs for the core processes.1111Core Processes1.1.Customer relationship proc
15、essesCustomer relationship processesl lIdentify, attract, and build relationships with Identify, attract, and build relationships with external customers and facilitate the placement of external customers and facilitate the placement of orders.orders.2.2.New service/product development processesNew
16、service/product development processesl lDesign and develop new services or products from Design and develop new services or products from inputs received from external customer inputs received from external customer specifications.specifications.3.3.Order fulfillment processesOrder fulfillment proce
17、ssesl lThe activities required to produce and deliver the The activities required to produce and deliver the service or product to the external customers.service or product to the external customers.4.4.Supplier relationship processesSupplier relationship processesl lSelect suppliers of services, ma
18、terials and Select suppliers of services, materials and information and facilitate the timely and efficient information and facilitate the timely and efficient flow of these items into the firm.flow of these items into the firm.1212案例案例l l線上即時叫車系統線上即時叫車系統l lDell 的成功的成功l l中衛體系中衛體系 vs. 彼此競爭的供應商彼此競爭的供應
19、商1313問題討論問題討論l l顧客要什麼顧客要什麼 wii vs. PS3l l顧客要什麼顧客要什麼 高額獎學金高額獎學金 vs. 保證就業保證就業l lwii fit 的定位的定位1414Operations as the Technical Core Operations Finance/AccountingHuman ResourcesMarketingSuppliersProduction andInventory dataCapital budgeting requestsCapacity expansion andTechnology plansBudgetsCost analy
20、sisCapital investmentsStockholder requirementsOrders for materialsProduction and deliverySchedules QualityRequirements Design/Performance specsMaterial availabilityQuality dataDelivery schedulesDesignsProduct/ServiceAvailabilityLead-time estimatesStatus of orderDelivery schedulesSales forecastsCusto
21、mer ordersCustomer feedbackPromotionsPersonnel needsSkill setsPerformance evaluationsJob design/workmeasurementHiring/firingTrainingLegal requirementsUnion contract negotiations1515作業管理的範籌作業管理的範籌1系統設計系統設計 產品與服務的設計產品與服務的設計 製程選擇製程選擇 產能規劃產能規劃 設施規劃設施規劃 工作系統的設計工作系統的設計系統作業系統作業 總總體體規劃規劃 存量管理存量管理 物料需求計劃物料需求
22、計劃 排程排程 專案管理專案管理 品質管制品質管制 及時化與精實生產及時化與精實生產1616Operations Roadmap(作業管理的範籌作業管理的範籌2)Competing with OperationsOperations As a Competitive Weapon1Operations Strategy2Process Design Strategy3Designing Value ChainsSupply Chain Design9Lean Systems11Location10Designing and Improving ProcessesProcess Analysis
23、4Process Performance and Quality5Process Capability6Process Layout7Planning andManaging Projects8Operating Value ChainsInformation Technologyand Value Chains12Forecasting13InventoryManagement15ResourcePlanning16Scheduling17Aggregate Planning14Outcomes1717作業管理的責任作業管理的責任(作業管理的範籌作業管理的範籌3)產品產品 & & 服務服務規
24、劃規劃產能產能地點地點自製或外購自製或外購佈置佈置專案專案排程排程控制控制存貨存貨品質品質成本成本生產力生產力組織組織中央集權的程度中央集權的程度製程選擇製程選擇用人用人雇用雇用/ /遣散遣散加班加班指導指導獎勵計畫獎勵計畫工作命令工作命令工作指派工作指派1818Historical Events in OMIndustrial RevolutionScientific ManagementHuman RelationsManagement ScienceQuality RevolutionGlobalizationInformation Age/Internet Revolution1919
25、Historical Events in OMIndustrial RevolutionSteam engineSteam engine17691769James WattJames WattDivision of laborDivision of labor17761776Adam SmithAdam SmithInterchangeable partsInterchangeable parts17901790Eli WhitneyEli WhitneyScientific ManagementPrinciplesPrinciples19111911Frederick W. TaylorFr
26、ederick W. TaylorTime and motion studiesTime and motion studies 19111911Frank & Lillian GilbrethFrank & Lillian GilbrethActivity scheduling chartActivity scheduling chart19121912Henry GantHenry GantMoving assembly lineMoving assembly line19131913Henry FordHenry Ford2020Historical Events in OMHuman R
27、elationsHawthorne studiesHawthorne studies19301930Elton MayoElton MayoMotivation theoriesMotivation theories1940s1940s Abraham MaslowAbraham Maslow1950s1950s Frederick HertzbergFrederick Hertzberg1960s1960s Douglas McGregorDouglas McGregorManagement ScienceLinear programmingLinear programming1947194
28、7George DantzigGeorge DantzigDigital computerDigital computer19511951Remington RandRemington RandSimulation, PERT/CPM, Simulation, PERT/CPM, 1950s1950s Operations researchOperations researchWaiting line theoryWaiting line theory groupsgroupsMRPMRP1960s1960s Joseph Orlicky, IBMJoseph Orlicky, IBM2121
29、Historical Events in OMQuality RevolutionJITJIT1970s1970s Taiichi Ohno, ToyotaTaiichi Ohno, ToyotaTQMTQM1980s1980s W. Edwards Deming,W. Edwards Deming,Joseph Juran, et. al.Joseph Juran, et. al.Strategy and operationsStrategy and operationsSkinner, HayesSkinner, HayesReengineeringReengineering1990s19
30、90s Hammer, ChampyHammer, ChampyWorld Trade OrganizationWorld Trade Organization1990s1990s Numerous Numerous countriescountriesand companiesand companiesGlobalizationEuropean Union andEuropean Union and1970s1970s IBM and othersIBM and othersother trade agreementsother trade agreementsEDI, EFT, CIMED
31、I, EFT, CIM1980s1980s2222Historical Events in OMInformation Age/Internet RevolutionInternet, WWW, ERPInternet, WWW, ERP1990s1990s ARPANET, TimARPANET, TimSupply chainSupply chainBerners-Lee, SAP, i2Berners-Lee, SAP, i2management,management,Technologies, ORACLE,Technologies, ORACLE,E-commerceE-commer
32、cePeopleSoft, Amazon,PeopleSoft, Amazon,Yahoo, eBay,Yahoo, eBay,and othersand others2323生產系統的分類生產系統的分類l l依依標準化程度標準化程度分類分類l l標準化的產出標準化的產出標準化的產出標準化的產出l l客製化的產出客製化的產出客製化的產出客製化的產出l l依依生產型態生產型態分類分類l l大量生產大量生產大量生產大量生產l l批量生產批量生產批量生產批量生產l l個別批生產個別批生產個別批生產個別批生產l l專案生產專案生產專案生產專案生產l l產品產品製造製造與與服務服務作業作業2424l l
33、服務服務是是無形無形的，而的，而產品產品是是有形有形的。的。l l服務服務的的產出產出多與服務的多與服務的消費同時發生消費同時發生。l l服務業服務業經常有經常有顧客參與顧客參與在整個在整個流程流程中。中。l l服務業服務業的的產能易消失性產能易消失性。l l服務服務的的地點地點要要遷就顧客遷就顧客。l l服務業服務業屬屬勞力密集勞力密集產業。產業。l l服務服務的的績效不易衡量績效不易衡量。 服務業與製造業的差異服務業與製造業的差異2525問題討論問題討論l l熱忱、貼心、舒適熱忱、貼心、舒適的定義的定義?l l教師、醫師的績效評估內涵與方式教師、醫師的績效評估內涵與方式?l l顧客抱怨大排
34、長龍浪費時間顧客抱怨大排長龍浪費時間l l假日爆滿，平時冷清假日爆滿，平時冷清2626案例案例l l服務業的預約制服務業的預約制l l線上訂票系統線上訂票系統l l高鐵早鳥票高鐵早鳥票l l一起生活網一起生活網2727製造和服務的比較分析製造和服務的比較分析特性特性產出產出與顧客接觸程度與顧客接觸程度投入的一致性投入的一致性勞力密集程度勞力密集程度產出的一致性產出的一致性生產力的衡量生產力的衡量品質改善的機會品質改善的機會 製造製造有形產品有形產品低低高高低低高高容易容易高高服務服務無形服務無形服務高高低低高高低低困難困難低低High2828生產力生產力 (productivity)l l生產
35、力乃企業資源投入與產出的比例生產力乃企業資源投入與產出的比例l l生產力生產力=產出產出/投入投入l l單項生產因素生產力單項生產因素生產力l l產出產出產出產出/(/(單項投入生產因素單項投入生產因素單項投入生產因素單項投入生產因素) )l l多項生產因素生產力多項生產因素生產力(multifactor productivity)l l產出產出產出產出/(/(多項投入生產因素多項投入生產因素多項投入生產因素多項投入生產因素) )l l總生產力總生產力l l產出產出產出產出/(/(所有投入生產因素所有投入生產因素所有投入生產因素所有投入生產因素) )2929各種不同的生產力衡量單項生產單項生產
36、單項生產單項生產 產出產出產出產出 產出產出產出產出 產出產出產出產出 產出產出產出產出因素生產力因素生產力因素生產力因素生產力 勞工勞工勞工勞工 機器機器機器機器 資本資本資本資本 能源能源能源能源多項生產多項生產多項生產多項生產 產出產出產出產出 產出產出產出產出因素生產力因素生產力因素生產力因素生產力 勞工勞工勞工勞工 + +機器機器機器機器 勞工勞工勞工勞工 + + 資本資本資本資本 + + 能源能源能源能源 總生產力總生產力總生產力總生產力 產品或服務之產出產品或服務之產出產品或服務之產出產品或服務之產出 所有投入的生產因素所有投入的生產因素所有投入的生產因素所有投入的生產因素303
37、0問題問題l l倉頡倉頡 vs. 無蝦米無蝦米l l鍵盤鍵盤 vs. 語音輸入語音輸入l l一分鐘一分鐘100個字，錯誤率個字，錯誤率15% vs. 一分鐘一分鐘90個字，錯誤率個字，錯誤率0l l有有20份文件待打，先打哪一份？份文件待打，先打哪一份？3131影響生產力的因素影響生產力的因素資本資本品質品質 技術技術 管理管理方法方法3232生產力衡量之問題生產力衡量之問題l l品質品質l l未考慮到與未考慮到與顧客滿意度顧客滿意度密切相關的品質密切相關的品質l l外部因素外部因素l l生產力的提升是由於外部大環境的改善所生產力的提升是由於外部大環境的改善所產生的綜合結果。產生的綜合結果。l
38、 l例如例如，資訊科技的發展資訊科技的發展l l量度的基準不一量度的基準不一3333改進生產力的方法改進生產力的方法l l發展生產力之發展生產力之衡量衡量方法方法l l確定確定瓶頸作業瓶頸作業l l發展提昇生產力的發展提昇生產力的辦法辦法l l擬定合理的生產力改善擬定合理的生產力改善目標目標l l組織組織管理階層的支持管理階層的支持l l衡量生產力改進績效並公告周知衡量生產力改進績效並公告周知(控制、控制、資訊回饋資訊回饋)l l勿將生產力與效率混淆在一起勿將生產力與效率混淆在一起3434競爭要素競爭要素l l成本成本成本成本l lLow-cost Low-cost operationsope
39、rationsl l品質品質品質品質l lTop qualityTop qualityl lConsistent qualityConsistent qualityl l產品差異化產品差異化產品差異化產品差異化l l服務服務服務服務l l時間時間時間時間l lFastFast delivery time delivery timel lOn-timeOn-time delivery deliveryl lDevelopmentDevelopment speed speedl lTime-based Time-based competitioncompetitionl l彈性彈性彈性彈性l lC
40、ustomizationCustomizationl lVolumeVolume flexibility flexibility3535生產系統演進與競爭優勢的關係生產系統演進與競爭優勢的關係競 爭 優 勢 手工藝生產大量生產豐田生產及時生產零存貨生產敏捷製造成本品質彈性時間19201950198020003636服務策略服務策略1l l標準化服務策略標準化服務策略標準化服務策略標準化服務策略(standardized-services (standardized-services strategy)strategy)l lCompetitive prioritiesCompetitive p
41、rioritiesl lConsistent Consistent qualityqualityl lOn-timeOn-time delivery deliveryl lLow Low costscostsl l例如，例如，例如，例如，FedExFedExl l接單組裝服務策略接單組裝服務策略接單組裝服務策略接單組裝服務策略(assemble-to-order services (assemble-to-order services strategy)strategy)l lCompetitive prioritiesCompetitive prioritiesl lcustomizatio
42、ncustomizationl lFast delivery Fast delivery timetimel l例如，速食店例如，速食店例如，速食店例如，速食店3737服務策略服務策略2l l客製化服務策略客製化服務策略(customized-services strategy)l lCompetitive prioritiesCompetitive prioritiesl lHigh-performance High-performance designdesignl lCustomizationCustomizationl l例如，眼鏡行例如，眼鏡行例如，眼鏡行例如，眼鏡行3838案例討論
43、案例討論l l100元剪髮元剪髮 vs. 600剪髮剪髮l l便利商店便利商店 vs. 大賣場大賣場3939製造策略製造策略1l l存貨生產策略存貨生產策略存貨生產策略存貨生產策略(make-to-stock strategy)(make-to-stock strategy)l lCompetitive prioritiesCompetitive prioritiesl lConsistent qualityConsistent qualityl lLow costsLow costsl l例如，可樂例如，可樂例如，可樂例如，可樂l l接單組裝製造策略接單組裝製造策略接單組裝製造策略接單組裝製
44、造策略(assemble-to-order (assemble-to-order manufacturing strategy)manufacturing strategy)l lCompetitive prioritiesCompetitive prioritiesl lCustomizationCustomizationl lFast delivery timeFast delivery timel l例如，傢俱業例如，傢俱業例如，傢俱業例如，傢俱業4040製造策略製造策略2l l接單生產策略接單生產策略(make-to-order strategy)l lCompetitive prio
45、ritiesCompetitive prioritiesl lCustomizationCustomizationl l例如，特殊醫療器材例如，特殊醫療器材例如，特殊醫療器材例如，特殊醫療器材4141大量客製化大量客製化(Mass Customization)l lMeaningl lAn example of the An example of the assemble-to-order assemble-to-order strategystrategy, whereby a firms , whereby a firms flexible flexible processesproces
46、ses generate generate customized products customized products or servicesor services in in high volumes at reasonably high volumes at reasonably low costslow costs. .l lSuccessful keyl lPostponing the task of differentiating a Postponing the task of differentiating a product or service for a specifi
47、c customer product or service for a specific customer until theuntil the latest possible momentlatest possible moment. .4242Implications of mass customization1l lProduct or service implicationsl lA product or service should be designed A product or service should be designed so that it so that it co
48、nsists ofconsists of independent modulesindependent modules that that can be assembled into different forms can be assembled into different forms easily easily and and inexpensivelyinexpensively. .4343Implications of mass customization2l lProcess implicationsl lProcesses should be designed so that P
49、rocesses should be designed so that they can be used to they can be used to meet a wide variety of meet a wide variety of needsneeds. .l lOne key to supporting mass customization One key to supporting mass customization is to is to design processes as independent design processes as independent modu
50、lesmodules that that can be arranged to provide can be arranged to provide customization at the latest possible customization at the latest possible momentmoment. .4444Implications of mass customization3l lInternet implicationsl lWeb pages can be designed to Web pages can be designed to attract attr
51、act customers and allow them to configure customers and allow them to configure their own products or services easily and their own products or services easily and quicklyquickly. .4545案例案例Dell Computer 4646問題討論問題討論l l腳踏車業者大量客製化之可行性腳踏車業者大量客製化之可行性4747企業趨勢企業趨勢l l企業企業企業企業e e化化化化l l供應鏈供應鏈供應鏈供應鏈l l品質與流程改
52、進品質與流程改進品質與流程改進品質與流程改進l l科技的創新科技的創新科技的創新科技的創新l l全球化全球化全球化全球化l l作業策略作業策略作業策略作業策略l l環境議題環境議題環境議題環境議題l l企業精簡企業精簡企業精簡企業精簡l l精實生產精實生產精實生產精實生產(lean (lean production)production)4848Categories of E-CommerceBusinessBusinessConsumerConsumerBusinessBusinessConsumerConsumerB2BCB2CAC2BPC2CeB4949A New Value Chain
53、ManufacturerWholesaler/distributor Retailer Consumer InfomediaryManufacturer E-Retailer Aggregator Portal Consumer ManufacturerWholesaler/distributor Retailer Consumer (a) Traditional Value Chain(a) Traditional Value Chain(b) Intermediaries Eliminated (Deintermediation)(b) Intermediaries Eliminated
54、(Deintermediation)(b) New Intermediaries Introduced (Reintermediation)(b) New Intermediaries Introduced (Reintermediation)5050New intermediaries of value chainl lportals (ex. Google) portals (ex. Google) l lthrough which consumers access the Web, through which consumers access the Web, perform searc
55、hes, and have the opportunity to perform searches, and have the opportunity to link directly to other sites.link directly to other sites.l laggregators (ex. )aggregators (ex. )l lthat bring together related sites or sites of interest that bring together related sites or sites of interest to affiliat
56、ed groups.to affiliated groups.l le-retailers (ex. )e-retailers (ex. )l lthat act as virtual storefronts.that act as virtual storefronts.l linfomediaries (ex. )infomediaries (ex. )l lA host of facilitating intermediates for Internet A host of facilitating intermediates for Internet security, custome
57、r relationship management, security, customer relationship management, financial services, and delivery services.financial services, and delivery services.5151An Integrated Value ChainManufacturerSupplierCustomerFlow of information (customer order)Flow of information (customer order)Flow of product
58、(order fulfillment)Flow of product (order fulfillment)5252The Growth of E-CommerceB2BB2BB2CB2C8000 8000 6000 6000 4000 4000 2000 2000 0 0 |2000200020012001200220022003200320042004YearYearTrillions of DollarsTrillions of Dollars5353Types of B2B TransactionsBuyerSellerBuyersSellersBuyerSellersBuyersSe
59、llers(a) Electronic Storefront(a) Electronic Storefront(b) Sellers Auction(b) Sellers Auction(c) Buyers Auction(c) Buyers Auction(d) Exchange or E-Marketplace(d) Exchange or E-Marketplace5454E-Business Promotes1:Better customer relationsMore efficient processesLower cost of materialsInformation tech
60、nology synergyBetter and faster decision making5555E-Business Promotes2:New forms of organizationsExpanded supply chainHigher customer expectationsNew ways of doing businessGlobalization5656生產管理者面臨的挑戰生產管理者面臨的挑戰l l要加快要加快新產品新產品的引進速度。的引進速度。l l要使得要使得生產系統具有彈性生產系統具有彈性。l l要懂得管理要懂得管理生產系統的網路生產系統的網路。l l要能有效地採用要能有效地採用新科技新科技，以強化生產的整體能以強化生產的整體能力。力。l l要能快速地提升要能快速地提升整體組織的經營品質整體組織的經營品質。l l要能管理要能管理多樣化的員工多樣化的員工。l l成為社區及成為社區及地球村地球村的好公民。的好公民。5757案例案例l l作業管理這本書多少錢作業管理這本書多少錢?l l台塑六輕廠的工安意外台塑六輕廠的工安意外5858管理者應具備的能力管理者應具備的能力l l技術能力技術能力l l人際關係能力人際關係能力l l觀念能力觀念能力5959
