本文選題：服務(wù)外包 + 單證業(yè)務(wù)模式��； 參考：《大連海事大學(xué)》2017年碩士論文

【摘要】：當(dāng)下,許多跨國(guó)企業(yè)為尋求資源的最優(yōu)配置、突出企業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)和降低運(yùn)營(yíng)成本,將非核心業(yè)務(wù)向海外轉(zhuǎn)移,與專業(yè)的服務(wù)外包企業(yè)建立合作或者自己成立公司承接本公司此類業(yè)務(wù)。服務(wù)外包產(chǎn)業(yè)在很多領(lǐng)域占據(jù)主流,而在航運(yùn)業(yè)中,仍處在探索階段。本文主要對(duì)A船公司單證業(yè)務(wù)的外包問題進(jìn)行研究,首先從行業(yè)形勢(shì)出發(fā),分析當(dāng)前行業(yè)中的單證業(yè)務(wù)模式,說明新外包模式的優(yōu)勢(shì)。A公司單證業(yè)務(wù)模塊目前出現(xiàn)了利潤(rùn)低,員工流動(dòng)性大,市場(chǎng)競(jìng)爭(zhēng)力不足等問題。單證業(yè)務(wù)模塊有其獨(dú)有的特征,因其屬于非銷售業(yè)務(wù)模塊,自身業(yè)務(wù)產(chǎn)生的利潤(rùn)空間不大,甚至有時(shí)候本業(yè)務(wù)模塊的收入無法覆蓋成本,也就是說本業(yè)務(wù)模塊的生存依賴于公司其他業(yè)務(wù)模塊的業(yè)績(jī)?nèi)玟N售模塊。由此導(dǎo)致此崗位的員工待遇比公司其他崗位略低,且由于工作內(nèi)容單一,挑戰(zhàn)性不大,許多員工不能在此崗位上獲得職業(yè)成就感,工作滿意度不高,因而員工流動(dòng)性很大。班輪公司中的單證業(yè)務(wù)現(xiàn)有運(yùn)營(yíng)模式主要有三種:企業(yè)自營(yíng)、外包給外部機(jī)構(gòu)和建立單證中心。大部分班輪公司單證業(yè)務(wù)運(yùn)營(yíng)模式依然是原始的企業(yè)自營(yíng)模式,近年來有小部分公司開始嘗試外包模式。其中有部分船公司選擇建立單證中心集中處理本公司的單證業(yè)務(wù),例如APL (AMERICAN PRESIDENT LINES)。將A公司單證業(yè)務(wù)外包可以在一定程度上借鑒APL的模式,但不必全盤接受,A公司可以根據(jù)自身的特點(diǎn)建立更加符合自身發(fā)展需要的外包模式。班輪公司單證業(yè)務(wù)是否外包,是一個(gè)多層次的決策過程�？紤]的層次眾多,例如戰(zhàn)略層次、核心競(jìng)爭(zhēng)力層次、運(yùn)作層次等等。本論文從成本的角度出發(fā),為企業(yè)單證業(yè)務(wù)自營(yíng)與外包的決策提供一種從成本效益角度出發(fā)考慮的決策層次。A公司需要選擇一個(gè)合適的城市建立單證中心以承接其全球分公司的單證業(yè)務(wù)。在單證中心選址問題上,印度是與中國(guó)相比最具競(jìng)爭(zhēng)力的國(guó)家,本文從優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)、威脅等方面分析論證了在A公司單證中心選址問題上,為什么中國(guó)比印度更具競(jìng)爭(zhēng)力的原因。本論文列舉了 A公司單證業(yè)務(wù)外包模式實(shí)施前的準(zhǔn)備工作、預(yù)期目標(biāo)及效益分析、預(yù)計(jì)完成時(shí)間和保障措施。最后,本論文得出以下結(jié)論:A公司單證業(yè)務(wù)板塊出現(xiàn)了需要迫切解決的問題,而此業(yè)務(wù)板塊具有鮮明的特征,非常適合外包,利用服務(wù)外包可以很好的解決現(xiàn)實(shí)問題,且可以大幅度降低成本。
[Abstract]:At present, in order to seek the optimal allocation of resources, highlight the competitive advantages of enterprises and reduce operating costs, many multinational enterprises transfer non-core business overseas. Establish cooperation with professional service outsourcing companies or set up their own companies to undertake this kind of business. The service outsourcing industry occupies the mainstream in many fields, while in the shipping industry, it is still in the exploration stage. This paper mainly studies the outsourcing of document business of A shipping company. Firstly, from the perspective of the industry situation, the paper analyzes the document business model in the current industry, and explains the advantages of the new outsourcing mode. At present, the document business module of A company has a low profit. Staff mobility, lack of market competitiveness and other issues. The document business module has its unique characteristics, because it belongs to the non-sales business module, the profit margin generated by its own business is not large, and sometimes the revenue of the business module can not cover the cost, In other words, the survival of this business module depends on the performance of other business modules, such as sales modules. As a result, the salary of the employees in this position is slightly lower than other positions in the company, and because of the single content of the work and the small challenge, many employees can not get a sense of professional achievement in this position, and the job satisfaction is not high, so the staff mobility is very large. There are three main modes of operation in liner companies: self-management, outsourcing to external organizations and establishment of document centers. Most liner company document business operation mode is still the original business model, in recent years, a small number of companies began to try the outsourcing model. Some of the shipping companies have chosen to set up a documentation center to focus on their documentation business, such as APL / AMERICAN PRESIDENT Linesus. Outsourcing the document business of company A can draw lessons from the APL model to some extent, but it is not necessary to accept that the company can establish a more suitable outsourcing mode according to its own characteristics. Whether the liner company document business is outsourced, is a multi-level decision-making process. There are many levels of consideration, such as strategic level, core competitiveness level, operational level and so on. This paper starts from the angle of cost, To provide a kind of decision level from the point of view of cost and benefit for the decision of self-supporting and outsourcing of enterprise document business. A company needs to select a suitable city to set up a document center to undertake the document business of its global branch. India is the most competitive country compared with China in the location of document center. This paper analyzes and demonstrates the location of document center in Company A from the aspects of advantages, disadvantages, opportunities, threats, etc. Why China is more competitive than India. This paper enumerates the preparation work, expected goal and benefit analysis, expected completion time and safeguard measures before the implementation of document outsourcing mode in Company A. Finally, this paper draws the following conclusions: the business of document business of the company "A" appears the problem that needs to solve urgently, and this business section has the distinct characteristic, is very suitable for outsourcing, the use of service outsourcing can solve the practical problem very well. And can greatly reduce the cost.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F551

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