發(fā)布時間：2018-05-09 15:54

  本文選題：組織結(jié)構 + 業(yè)務流程優(yōu)化��； 參考：《河北工業(yè)大學》2014年碩士論文

【摘要】：伴隨著對外開放，中國加入WTO，外貿(mào)經(jīng)營權放開，中小外貿(mào)企業(yè)不斷涌現(xiàn)，并在活躍國內(nèi)市場、推動地方經(jīng)濟發(fā)展、解決就業(yè)難等方面發(fā)揮著重要的作用。如何在日益激烈的競爭形勢下戰(zhàn)勝眾多的對手并且不斷發(fā)展壯大，成了每一個中小型外貿(mào)企業(yè)應對的問題。本文結(jié)合在天津SJT鋼鐵貿(mào)易有限公司(以下簡稱SJT公司)的實習經(jīng)歷，詳細的描述了SJT公司組織結(jié)構、經(jīng)營現(xiàn)狀、外貿(mào)業(yè)務流程，而后從宏觀環(huán)境變化、行業(yè)分析、公司內(nèi)部的優(yōu)劣勢進行了闡述，并對業(yè)務流程存在的管理問題進行了細致的分析，管理上存在業(yè)務安全系數(shù)低，客戶資源會隨著業(yè)務員的離職而流失，全程業(yè)務員的獨立操作，沒有合理的組織分工使得企業(yè)的工作效率低下，SJT公司缺乏風險控制管理等等一系列問題，這都使得公司在競爭的洪流中，沒有競爭優(yōu)勢可言，因而公司需要強化內(nèi)功，加強自身能力的提升，壯大自己，才能確保不被時代所拋棄。本文從業(yè)務分工、業(yè)務流程優(yōu)化兩個方面對SJT公司的業(yè)務流程管理進行優(yōu)化，調(diào)整組織結(jié)構，添加采購部和總經(jīng)理，一方面縮小外貿(mào)部的權力，另一方面使業(yè)務部的工作更加專業(yè)、有效。優(yōu)化業(yè)務流程，將管理層真正的融入滲透到業(yè)務流程中，起決策作用，實現(xiàn)對公司的管理與控制。為了確保優(yōu)化的順利實施，，還要注意完善公司的人力資源管理，應用客戶關系管理系統(tǒng)等先進的信息技術，完善企業(yè)的管理制度，建立企業(yè)文化等。希望通過對SJT公司的業(yè)務流程管理優(yōu)化的研究，能對更多的中小型民營企業(yè)有一定的借鑒意義與指導作用。
[Abstract]:With the opening to the outside world, China's accession to the WTO, the opening of the right to foreign trade, small and medium-sized foreign trade enterprises continue to emerge, and play an important role in activating the domestic market, promoting the development of local economy, solving the difficulties of employment, and so on. How to defeat many competitors and develop constantly in the increasingly fierce competition has become a problem for each small and medium-sized foreign trade enterprise to deal with. Based on the internship experience in Tianjin SJT Iron & Steel Trading Co., Ltd (SJT Company), this paper describes the organization structure, current situation of operation, foreign trade business process of SJT Company in detail, and then analyzes from the macro environment change, industry analysis, The advantages and disadvantages of the company are expounded, and the management problems of the business process are analyzed in detail. In the management, the business safety factor is low, the customer resources will be lost with the turnover of the salesmen, and the whole process will be operated independently. Without reasonable organization and division of labor, the work efficiency of SJT company is low and SJT company lacks risk control management and a series of problems, which make the company have no competitive advantage in the current of competition, so the company needs to strengthen its internal work. Strengthen their own ability to strengthen themselves, to ensure that the times are not abandoned. This paper optimizes SJT's business process management from two aspects of division of labor and business process optimization, adjusts the organizational structure, adds purchasing department and general manager, on the one hand, reduces the power of the Ministry of Foreign Trade. On the other hand, make the work of business department more professional and effective. Optimize the business process, truly infiltrate the management into the business process, play a decision-making role, and achieve the management and control of the company. In order to ensure the smooth implementation of the optimization, attention should be paid to the improvement of human resources management, the application of advanced information technology such as customer relationship management system, the improvement of enterprise management system, and the establishment of corporate culture. It is hoped that the research on the optimization of business process management of SJT Company can be used for reference and guidance for more small and medium-sized private enterprises.
【學位授予單位】：河北工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.31;F752

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