第五章 供应链业务流程重组VIP

1、第五章 供应链业务流程重组第五章 供应链业务流程重组本章内容 第一节 业务流程重组概述 第二节 企业流程描述及分析 第三节 业务流程重组的一般方法 第四节 供应链企业组织与业务流程重组第一节 业务流程重组概述业务流程重组（BPR）的定义 不同的学者根据自己的理解给出了业务流程重组的定义，可以从两方面来理解BPR所包含的管理思想和基本内涵。BPR的核心是面向顾客满意度的作业流程BPR面向顾客和信息技术的实质全面质量管理TQM准时生产理论JIT敏捷制造AM并行工程CEBPR与相关理论第二节 企业流程描述及分析企业业务流程重组的对象对全局工作有影响的核心业务流程 不完整的业务流程 高附加值的业务流程

2、 提供客户服务的业务流程 瓶颈业务流程 跨职能的业务流程 跨企业的业务流程 流程简化的时机问题解决流程所占用的时间或成本存在改进的可能与竞争者相比、企业在产品或服务的配送成本或响应速度上存在明显的劣势发现了对满足顾客需要贡献甚微或几乎无贡献的活动流程简化的作用 提高响应能力降低成本 降低次/废品率 提高员工满意度 流程简化的方法成本导向的流程简化时间导向的流程简化重组性的流程简化组织结构重组的基本内容职能解析 管理过程分析与重组 管理过程重组的实施步骤 反馈确定所要重组的管理过程划分为子过程分别绘制汇总叠加复原流程结构流程网络结构图结构优化对优化后的子过程改造重新绘制流程网络结构图评价流程网络

3、结构图重复直到满意为止重组取消E（Eliminate）简化S（Simplify）合并C（Combine）重排R（Rearrange）新增I（Increase）第三节 业务流程重组的一般方法 流程重组方法结构化分析和设计技术数据流程图集成化定义实体关系属性方法作用活动图工作流Petri网典型的流程建模方法IDEF3过程建模方法Petri网方法工作流方法RAD方法第四节 供应链企业组织与业务流程重组 供应链管理给企业业务流程带来的变化 制造商与供应商之间业务流程的变化企业内部业务流程的变化 支持业务流程的技术手段的变化 供应链企业物流管理组织形式的变化传统物流管理组织结构简单功能集合的物流组织形式

4、 物流功能独立的组织形式 一体化物流组织形式 从功能一体化向过程重构转移供应链管理环境下企业业务流程重组的几个问题从整体上把握工作流程的重新设计确定首要的流程重组项目分析和评价现行作业流程选择合适的信息技术手段设计和建立作业流程的原型系统取得合作伙伴的支持和配合The structure that an organization selects to achieve its objectives is based on strategy1. After studying nearly 100 large companies, Alfred Chandler concluded that cha

5、nges in corporate strategy foster changes in an organizations structure. Specifically, he found that organizations usually begin with a single product or line. The simplicity of the strategy requires only a simple form of structure. As organizations grow, their strategies become more elaborate and a

6、mbitious. To exemplify this structure-strategy relationship, consider that organizations pursuing a differentiation strategy must innovate to survive; so, because it is flexible and adaptable, an organic structure complements this strategy. A cost-leadership strategy, on the other hand, seeks stabil

7、ity and efficiency. A mechanistic structure would be best for this type of strategy. While the size of an organization significantly influences its structure, the relationship is non-linear. Large organizations (2,000+ employees) have more specialization, departmentalization, vertical levels, rules,

8、 and regulations than do smaller organizations. However, size affects the organization at a decreasing rate and becomes less important as an organization expands. Organizations use technology to transform inputs into outputs. The British scholar, Joan Woodward, studied small manufacturing firms in E

9、ngland and categorized them based on the sizes of their production runs. She reached two conclusions: (1) distinct relationships exist between a firms technology classification and its structure; (2) organizational effectiveness is contingent upon “fit” between technology and structure. Her study, l

10、ike many others, focused on the processes or methods that companies can use to transform inputs into outputs and how they differ according to degree of routineness. Organic organizations are most effective in dynamic, uncertain environments. Mechanistic organizations are ill-equipped to function in

11、such environments and are most effective in stable environments. To compete in the global village, many managers have redesigned their organizations to make them more organic. Research shows that, to some extent, decision making practices differ from country to country. Therefore, the cultural backg

12、round of a manager will influence his or her decision making preferences: for example, group versus individual decisions, participative or autocratic decisions, and degree of acceptable risk. Decision making in Japan, for example, is much more group oriented than in the United States. The Japanese v

13、alue conformity and cooperation. Before making decisions, Japanese CEOs gather large amounts of information, which is then used in consensus-forming group decisions called ringisei. Because employees in Japanese organizations have a high degree of job security, managerial decisions take a long-term

14、perspective rather than focus on short-term profits as is often the practice in the United States. As managers deal with employees from diverse cultures, they must recognize what is common and accepted behavior when asking them to make decisions. Managers who accommodate the diversity in decision-ma

15、king practices and philosophies can expect a high payoff as they capture the perspectives and strengths that a diverse workforce offers. The Big Five model of personality offers a comprehensive framework for identifying personality dimensions. The dimension of extroversion captures ones comfort leve

16、l with relationships. Extroverts tend to maintain a large number of relationships. Introverts tend to be reserved and have fewer relationships. The dimension of agreeableness refers to a persons propensity to defer to others. People high in this dimension value harmony more than having their own way

17、. People low in this dimension focus on their own needs more than on the needs of others.The dimension of conscientiousness refers to the number of goals on which a person focuses. Those high in this dimension pursue fewer goals and tend to be responsible, persistent, and achievement-oriented. Those low in this dimension tend to be more easily distracted, less focused, and more hedonistic. Emotional-stability refers a persons ability to withstand stress. People high on this dimension tend to be calm, enthusiastic, and secure. Those low in thi