【摘要】：隨著經(jīng)濟(jì)全球化的不斷深入,快速變換的市場環(huán)境使得企業(yè)面臨日益激烈的企業(yè)間的競爭；加之全球經(jīng)濟(jì)危機(jī)的來襲,更是讓企業(yè)的營商環(huán)境雪上加霜。LS集團(tuán)重裝股份公司實(shí)行的是集中采購,公司的物供部負(fù)責(zé)下屬的一個分公司和-個全資子公司的物資供應(yīng),企業(yè)因?yàn)闃I(yè)務(wù)流程的原因?qū)е碌牟少彸杀具^高、材料無法按期到廠等問題日益嚴(yán)重；企業(yè)亟需對物資供應(yīng)的流程進(jìn)行改進(jìn),從而建立起科學(xué)、高效、低成本的物資供應(yīng)體系。 現(xiàn)今,卓越的流程已經(jīng)成為企業(yè)的核心競爭力。本文運(yùn)用最新的業(yè)務(wù)流程管理BPM、價值鏈理論和相關(guān)的工具與方法,對LS集團(tuán)重裝公司物資供應(yīng)業(yè)務(wù)流程存在的問題進(jìn)行分析和改進(jìn)。 本文針對目前LS集團(tuán)重裝公司物資供應(yīng)流程中存在的業(yè)務(wù)運(yùn)作不規(guī)范、流程不能指導(dǎo)和反映實(shí)際工作、嚴(yán)重的“部門墻”和部門間責(zé)任相互扯皮現(xiàn)象等問題,對物資供應(yīng)業(yè)務(wù)流程存在的問題進(jìn)行深入分析,并通過物資供應(yīng)業(yè)務(wù)流程的改進(jìn),解決現(xiàn)在流程中出現(xiàn)的問題,改善工作質(zhì)量和固化企業(yè)流程、促進(jìn)團(tuán)隊(duì)合作、使企業(yè)管理標(biāo)準(zhǔn)化和程序化,最終實(shí)現(xiàn)企業(yè)物資供應(yīng)流程水平的提高,從而提高物資供應(yīng)的效率和降低企業(yè)的采購成本,使物資供應(yīng)供應(yīng)管理從粗放型管理過渡到規(guī)范化管理直至精細(xì)化管理。 根據(jù)論文分析,要持續(xù)改進(jìn)企業(yè)的業(yè)務(wù)流程,提升企業(yè)流程管理的水平,必須建立其建立其適合公司自身情況的流程管理體系,流程管理是閉環(huán)和漸進(jìn)的,流程管理的實(shí)踐是一個過程,關(guān)鍵是結(jié)合企業(yè)實(shí)際情況,進(jìn)行從量變到質(zhì)變的積累。
[Abstract]:With the deepening of economic globalization and the rapid changing market environment, enterprises are facing increasingly fierce competition among enterprises; in addition, the global economic crisis is coming. It also makes the business environment of enterprises worse. LS Group rescheduled the stock company to implement centralized procurement. The company's material supply department is responsible for the supply of materials to a subsidiary company and to a wholly-owned subsidiary. Because of the high purchasing cost caused by the business process, the problem that the material can not arrive at the factory on time is more and more serious, and the enterprise urgently needs to improve the material supply process so as to establish a scientific, efficient and low cost material supply system. Today, the outstanding process has become the core competitiveness of enterprises. This paper analyzes and improves the problems existing in the material supply business process of LS Group reloading Company by using the latest BPM, value chain theory and related tools and methods. This paper aims at the problems of non-standard business operation in the material supply process of LS Group reloading company, the process can not guide and reflect the actual work, the serious "department wall" and the phenomenon of inter-departmental responsibility being irregularity, etc. Deeply analyze the problems existing in the material supply business process, and solve the existing problems through the improvement of the material supply business process, improve the work quality and solidify the enterprise process, and promote the team cooperation. The standardization and procedure of enterprise management will be realized, and the level of material supply process will be improved, which will improve the efficiency of material supply and reduce the purchasing cost of enterprise. Make the material supply management transition from extensive management to standardized management to fine management. According to the analysis of the paper, in order to continuously improve the business process and enhance the level of enterprise process management, it is necessary to establish a process management system suitable for the company's own situation, and the process management is closed-loop and gradual. Process management practice is a process, the key is to combine the actual situation of enterprises, from quantitative change to qualitative change accumulation.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F426.4;F273.4

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