本文選題：管理改進(jìn)　切入點(diǎn)：德爾菲法　出處：《東華大學(xué)》2017年碩士論文

【摘要】：隨著國家中醫(yī)藥行業(yè)發(fā)展政策逐漸向規(guī)�；�、標(biāo)準(zhǔn)化的大型企業(yè)傾斜和傳統(tǒng)大型化學(xué)合成藥物企業(yè)不斷進(jìn)入中藥制劑行業(yè),經(jīng)過十余年逐漸發(fā)展壯大的中小型中藥制劑生產(chǎn)加工企業(yè)正遭遇企業(yè)發(fā)展壯大的瓶頸:和大型企業(yè)相比規(guī)模和渠道都不占優(yōu)勢的中小規(guī)模企業(yè)利潤越來越稀薄,隨著企業(yè)業(yè)務(wù)的不斷復(fù)雜和人員數(shù)量的增加,企業(yè)組織結(jié)構(gòu)日益復(fù)雜,原有的銷售管理體系也不再適應(yīng)新情況下的發(fā)展需求。對中小型中藥制劑生產(chǎn)加工企業(yè)的銷售管理進(jìn)行改進(jìn)和流程優(yōu)化,使企業(yè)能夠適應(yīng)現(xiàn)階段不斷嚴(yán)峻的競爭環(huán)境,不僅是企業(yè)生存發(fā)展的現(xiàn)實(shí)需求,更是一個迫切需要研究的課題。本篇論文通過對J公司員工、供應(yīng)商和經(jīng)銷商等公司內(nèi)部和外部人員的問卷調(diào)查,對J公司銷售系統(tǒng)和銷售支持系統(tǒng)中存在的問題進(jìn)行確認(rèn);用德爾菲法(專家程序調(diào)查法)確立J公司管理改進(jìn)指標(biāo);以問題流程、問題部門的組織流程再造作為解決J公司發(fā)展困難的核心方法,對J公司的銷售管理和銷售支持管理進(jìn)行優(yōu)化。討論并定出適合J公司發(fā)展需求的管理改進(jìn)指標(biāo)和管理改進(jìn)具體實(shí)施方案。通過對J公司部分實(shí)施管理改進(jìn)的經(jīng)營情況打分,和對于管理改進(jìn)完成后的效果進(jìn)行預(yù)測�？偨Y(jié)J公司銷售管理改進(jìn)實(shí)施的可取經(jīng)驗(yàn)和可以改進(jìn)的不足。以期對其他中小型中藥制劑、制品企業(yè)的管理優(yōu)化活動提供有操作意義的經(jīng)驗(yàn)。本論文通過對J公司內(nèi)部和外部的相關(guān)人員進(jìn)行問卷調(diào)查和訪談的數(shù)據(jù)據(jù)分析,發(fā)現(xiàn)J公司銷售管理系統(tǒng)和銷售支持系統(tǒng)存在大量管理問題:主要經(jīng)營活動效率低下、對市場需求響應(yīng)不及時、管理權(quán)責(zé)不明晰等等。J公司的管理改進(jìn)研究包括以下四個方面:以J公司的實(shí)際情況和發(fā)展戰(zhàn)略為準(zhǔn)建立管理改進(jìn)評價指標(biāo);基于價值鏈分析對銷售部門的業(yè)務(wù)流程重組;基于價值鏈的價值管理對人事部門業(yè)務(wù)流程重組;適應(yīng)銷售活動要求的辦公作業(yè)工位和辦公場所的調(diào)整。J公司在管理優(yōu)化實(shí)施的過程中,新的業(yè)務(wù)流程經(jīng)過公司員工一個季度的適應(yīng)和應(yīng)用,已經(jīng)充分體現(xiàn)出了管理改進(jìn)的優(yōu)勢,不僅極大的提升了企業(yè)的銷售能力,還直接降低了企業(yè)運(yùn)營成本,極大的提高了企業(yè)凈利潤和凈利潤率�；趯公司的銷售管理改進(jìn)研究,我們充分地認(rèn)識到公司管理改進(jìn)是細(xì)致而思辨的過程。管理優(yōu)化不僅需要整體思維,也需要從具體的業(yè)務(wù)出發(fā);不僅要理論上成立,也要考慮到具體可操作性和現(xiàn)實(shí)的要求�？梢哉f企業(yè)管理改進(jìn)是以管理理論為依據(jù)、以企業(yè)戰(zhàn)略和企業(yè)需求為目標(biāo)、以企業(yè)資源為界限的管理活動。
[Abstract]:With the development policy of the Chinese medicine industry gradually becoming large-scale, the large-scale standardized enterprises and the traditional large-scale chemical synthetic medicine enterprises are constantly entering the traditional Chinese medicine preparation industry. After more than a decade of gradual development, small and medium-sized traditional Chinese medicine preparation production and processing enterprises are experiencing the bottleneck of enterprise growth: compared with large enterprises, small and medium-sized enterprises with no advantages in scale and channels are becoming more and less profitable. With the continuous complexity of the business and the increase of the number of personnel, the organizational structure of the enterprise is becoming more and more complex. The original sales management system is no longer adapted to the development needs under the new circumstances. The sales management and process optimization of the small and medium-sized traditional Chinese medicine preparation production and processing enterprises are improved, so that the enterprises can adapt to the severe competition environment at the present stage. It is not only a realistic demand for the survival and development of enterprises, but also an urgent subject to be studied. This paper is based on a questionnaire survey of the employees, suppliers and dealers of company J and other internal and external personnel. Identify the problems in J Company's sales system and sales support system; use Delphi method (expert procedure investigation method) to establish J Company Management improvement Index; The organizational process reengineering of the problem department is the core method to solve the difficulties in the development of company J, This paper optimizes the sales management and sales support management of J Company, discusses and determines the management improvement index and the concrete implementation plan of management improvement which is suitable for J Company's development needs. And to predict the effect of management improvement after completion. Summarize the experience and shortcomings of sales management improvement in J Company, with a view to other small and medium-sized traditional Chinese medicine preparations, The management optimization activities of the product enterprises provide the experience of operation. This paper analyzes the data of the internal and external related personnel of J Company through questionnaires and interviews. Found that J company sales management system and sales support system there are a large number of management problems: the main business activities are inefficient, not responsive to market demand in a timely manner, The management improvement research of J Company includes the following four aspects: to establish the evaluation index of management improvement based on the actual situation and development strategy of J Company, to reorganize the business process of sales department based on value chain analysis; Value management based on value chain to personnel department business process reengineering; adapt to the requirements of sales activities office work and office space adjustment. J company in the process of management optimization implementation, The new business process has fully reflected the advantages of management improvement through the company's employees' one-quarter adaptation and application. It not only greatly improved the sales ability of the enterprise, but also directly reduced the operating costs of the enterprise. Based on the research on the sales management improvement of J Company, we fully realize that the improvement of company management is a detailed and speculative process. It is also necessary to start from specific business; not only to be established theoretically, but also to consider the specific operational and practical requirements. It can be said that enterprise management improvement is based on management theory and aims at enterprise strategy and enterprise demand. Management activities based on enterprise resources.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F426.72

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