本文選題：外貿(mào)服務(wù) + 流程再造��； 參考：《深圳大學(xué)》2017年碩士論文

【摘要】：2015年之前的傳統(tǒng)外貿(mào)業(yè)務(wù)或許是躺著也會(huì)賺錢(qián)的行業(yè),自中國(guó)加入WTO以來(lái)進(jìn)出口業(yè)務(wù)進(jìn)入了發(fā)展的高速路,特別是出口業(yè)務(wù)成為了中國(guó)經(jīng)濟(jì)的三駕馬車(chē)之一,國(guó)家從政策上一再放寬,對(duì)于外貿(mào)出口與退稅業(yè)務(wù)寬進(jìn)寬出,貿(mào)易類(lèi)公司出現(xiàn)了一時(shí)之興。業(yè)績(jī)的不斷增長(zhǎng)同時(shí)會(huì)讓行業(yè)從業(yè)人員忽視發(fā)展與改變的重要性。大型外貿(mào)公司的發(fā)展大多依托的是強(qiáng)大的資金平臺(tái)與政企關(guān)系,但這種優(yōu)勢(shì)隨著行業(yè)內(nèi)的激烈競(jìng)爭(zhēng)變得不再明顯。在面臨著客戶(hù)議價(jià)能力不斷提高的同時(shí),政策的不斷改革與創(chuàng)新也持續(xù)對(duì)航天科工(深圳)集團(tuán)-外貿(mào)分公司傳統(tǒng)業(yè)務(wù)的盈利模式產(chǎn)生沖擊。面對(duì)當(dāng)前寬進(jìn)嚴(yán)出的政策管控風(fēng)險(xiǎn)、管理成本、犯錯(cuò)成本提高的局勢(shì),公司應(yīng)順應(yīng)政策的發(fā)展趨勢(shì),明確發(fā)展改革的方向,以業(yè)務(wù)流程為切入點(diǎn),通過(guò)總結(jié)歷年公司外貿(mào)行業(yè)從業(yè)的問(wèn)題與不足,沉淀出管理問(wèn)題發(fā)生的結(jié)癥所在并對(duì)癥下藥。希望本研究從業(yè)務(wù)流程再造的角度降低公司業(yè)務(wù)風(fēng)險(xiǎn)發(fā)生幾率,同時(shí)兼顧提高業(yè)務(wù)流程效率。本研究使用SWOT分析法確定公司的適應(yīng)發(fā)展策略、使用5W1H確定流程再造實(shí)施的人員架構(gòu)與時(shí)間進(jìn)度、使用波士頓矩陣分析法明確再造的標(biāo)的業(yè)務(wù)、以BPR理論為指導(dǎo)詳細(xì)制定流程再造細(xì)節(jié)。最終確認(rèn)通過(guò)EPR系統(tǒng)建立新的業(yè)務(wù)流程,分階段對(duì)公司現(xiàn)行業(yè)務(wù)數(shù)據(jù)與再造后業(yè)務(wù)數(shù)據(jù)進(jìn)行比對(duì)探索流程再造的合理性,從而引導(dǎo)公司進(jìn)行轉(zhuǎn)型升級(jí)、不斷優(yōu)化現(xiàn)有業(yè)務(wù)流程。對(duì)整個(gè)集團(tuán)公司以及其他外貿(mào)行業(yè)公司提供了借鑒樣板,具有理論與實(shí)踐價(jià)值。
[Abstract]:Before 2015, the traditional foreign trade business may be lying in a profitable industry. Since China's entry into WTO, the import and export business has entered the highway of development, especially the export business has become one of the three carriages of the Chinese economy. State policy has been relaxed again and again, for foreign trade exports and tax rebate business leniency, trade companies have a temporary interest. Growing performance will also allow industry practitioners to ignore the importance of development and change. The development of large foreign trade companies mostly depends on the strong capital platform and the relationship between government and enterprises, but this advantage becomes no longer apparent with the fierce competition in the industry. At the same time, the constant reform and innovation of the policy also impact on the profit model of traditional business of Aerospace Science and Technology (Shenzhen) Group and Foreign Trade Branch. In the face of the current situation of wide and strict policy management risks, management costs, and increased costs of making mistakes, companies should conform to the development trend of policies, make clear the direction of development and reform, and take business processes as the starting point. Through summing up the problems and shortcomings of the foreign trade industry of the company in the past years, the author precipitates the problem of management and puts forward the right remedy. It is hoped that this study can reduce the probability of business risk from the perspective of business process reengineering and improve the efficiency of business process. In this study, SWOT analysis method is used to determine the company's adaptive development strategy, 5W1H is used to determine the personnel structure and time progress of process reengineering implementation, and Boston matrix analysis method is used to determine the target business. Under the guidance of BPR theory, the details of process reengineering are elaborated. Finally confirm the establishment of a new business process through the EPR system, and compare the existing business data with the business data after reengineering to explore the rationality of process reengineering, so as to guide the company to transform and upgrade, and constantly optimize the existing business processes. For the whole group and other foreign trade companies to provide reference model, with theoretical and practical value.
【學(xué)位授予單位】：深圳大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F752.62

【參考文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 齊良春;基于ERP的業(yè)務(wù)流程再造研究[D];昆明理工大學(xué);2007年

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本文編號(hào)：1988903