Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24846
標題: 台灣中部某一塑膠射出企業以平衡計分卡建構競爭優勢的策略地圖之研究
The Study of Strategy Maps Constructing Competitive Advantage with Balanced Score Card of A Plastic Injection Company in Central Taiwan
作者: 林月娥
Lin, Yueh-Er
關鍵字: http://etds.lib.nchu.edu.tw/etdservice/view_metadata?etdun=U0005-2706201001364800
塑膠射出企業
平衡計分卡
競爭優勢策略
策略地圖
出版社: 高階經理人碩士在職專班
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摘要: 中小企業在台灣經濟發展中扮演極重要的角色。對於本土塑膠相關產業的空洞化,加工廠與製造業需營造另一種新的經營模式,才能在兩岸間取得新的平衡點。平衡計分卡發展至今已十餘年,但平衡計分卡的研究多以大型企業為主,在中小企業的文獻則較為不足。本研究將以台灣中部某一塑膠射出企業為研究對象,其中藉由平衡計分卡的四個構面的策略地圖之各個目標轉化為行動方案以實現個案企業的競爭優勢策略。個案公司的整體策略地圖起點是以學習與成長構面來建立持續創新的工作團隊;其次藉由持續創新的工作團隊改善內部持續創新流程;再透過改善內部持續創新流程來提高顧客獲利率以增進顧客價值。製造部門策略地圖的起點是以學習與成長構面達成完整需求解決方案的技術與服務之能力;其次,於內部流程構面是以作業流程標準化、客戶反應時間與準時的交貨時間來達成持績改善顧客需求解決方案的技術與服務流程;接著,透過改善客戶反應時間轉換為顧客整合性解決方案服務,並配合提昇產品品質之穩定度及建立長久的顧客關係,以達成完整的顧客需求解決方案。
SMEs paly a crucial role in the economic development of Tawian. Because of the cavity of relative plastic industries, subcontractors and manufacturing business need to create a new business pattern and then balance with Mainland China. After balance score card was established, it has been over ten years. However, past studies usually applied it in corporations, so the studies about BSC in SMEs are not as sufficient as corporation. This study takes a plastic injection company in central Taiwan as an example and applies four perspectives of balance score card with strategy maps to transform goals into action programs then finally completes competitive advantages of the individual SME in the case. This case takes establishing continuing creating work team by using perspectives of learn and growth as the starting point of the strategy map. Second, we improve the process of inner sustaining creating by the use of continuing creating work team and finally increase customers' profits and value through improving inner sustaining creating. In the production department, we use learn and growth to complete abilities of resolution and service and take it as the starting point of the strategy map. Second, we use standard operating process, time of customer reaction, and time of delivery to sustain improving resolution techniques and the process of service. Finally, we achieve comprehensive resolution for customer needs by replacing the time of customer reaction with integrated service.
URI: http://hdl.handle.net/11455/24846
其他識別: U0005-2706201001364800
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