摘要
IV
北京华联集团仓储业务流程重组研究
摘要
当今市场竞争激烈，企业若是成功，必然要有优秀的运营作
为依靠，在运营能力当中，最重要的是流程管理。满足需要是流
程重组的初衷。目前，企业均希望在成本、速度、质量、服务等
地方超越对手，则需要对客户需求和满足客户需求的过程重新设
计，即流程重组。因为大多数企业缺少评价体系和工作绩效的评
定体系，导致国内的仓储运作和仓储管理的模式并没有形成系统
化的，有供应链形式的规范模式，与此同时，业务流程固化，几
乎无信息化水平，亦使得业务的流程效率低下且错误率难以控制，
流程操作也不够规范，有时有很多标准但难以统一，此时流程重
组是必经之路

流程重组，是对业务流程彻底分析,对原来冗余的流程进行合
理的精简，挖掘业务节点中成本流失点并加以改进，比如手工单摘要
V
据的局限性用整合的计算机软件系统来实现，对企业的资源，流
程的全部体系进行脱胎换骨的重组，使得企业在将来能获得更多
的竞争优势，同时能更好的适应风云变幻的市场

本文以北京华联集团为案例，基于流程管理、业务流程重组
BPR 等方面的理论为指导，重点研究了仓储收货与入库流程、仓储
返仓与退货流程、仓储配送发货与店间调货流程、仓储盘点与库
存调整流程。首先对流程重组等相关理论进行了介绍，概述了改
造之前的流程以及劣势分析，之后进行了项目的准备和绘制项目
蓝图，通过效果评价能够在短时间内评估重组理论的可行性与时
效性，然后再细分设计了重组之后流程并实施

流程重组与实施之后，设计了对比评价体系，对重组前后的
流程优劣势和新流程实施后的效果进行了量化分析，即在重组之
后选取对应流程的重要指标构建了仓储流程重组系统的评价模
型，跟重组之前做了详细对比，检验重组的效果。此次流程重组
也为相关企业提供了依据和借鉴，这次重组的成功与实际业务和
重组理论的深度融合是分不开的，重组的持续优化思想，会一直摘要
VI
影响此企业的持续发展，创造持续的优势

关键词 流程管理；流程设计；流程重组；信息化；仓储业务VII
BEIJING HUALIAN GROUP WAREHOUSING BUSIUSS
PROCESS RESTRUCTURING RESEATCH
ABSTRACT
The success of the enterprises relies on their owe superior operational capabilities, and
operational capability is based on the company’s process management. Process
reengineering that customer needs as the center. Through the process of satisfying customer
needs redesign and optimization, so that enterprises cost, speed, quality, service and other
aspects of fundamental change. Current domestic warehouse management more independent,
there is no systematic form of supply chain management model; low level of information,
difficult to cure and optimize business processes, business process node redundant work and
a higher incidence of errors and difficult to control; low level norms, standards and diverse
difficult to achieve unity; general lack of effective operational performance evaluation
system.
In Beijing hualian group, explore the systematic management of warehousing
operations, supply chain management through the basic concepts and methods to achieve
integration and rational allocation of resources; rational optimization of business processes
to achieve process reengineering, business systems to reduce redundancy and maximize
eliminate the cost of lost business nodes, standard documents and other data transmission
mechanism, integration of enterprise resources, the system will re-run the process moreVIII
in-depth manner, allow companies to better adapt to market changes, to obtain sustainable
competitive advantage.
Based on Beijing hualian group as a case, this paper based on the process management,
business process reengineering BPR theory as guidance, focuses on the warehouse receipt
and storage process, storage and returned to the warehouse and the return process, storage
and distribution between delivery and store goods process, warehouse inventory and
inventory adjustment process. First introduces the related theory of process reengineering,
summarizes the transformation process and the analysis of the disadvantage of before, after
the project preparation and mapping project blueprint, through the performance evaluation to
evaluate the feasibility of restructuring theory in a short time and timeliness, and then
segment design after the reorganization of the process and implementation.
Process reengineering and implementation, design the contrast evaluation system, the
advantages and disadvantages of restructuring before and after the process and the effect
after the new process has carried on the quantitative analysis, the important index to select
the corresponding processes after restructuring to build the evaluation model of storage
process reorganization system, detailed contrast to do before the restructuring, to examine
the effects of restructuring. The process reorganization also for related enterprises to provide
a basis and reference, the success of this reorganization and restructuring theory and the
actual business is inseparable, the depth of the fusion restructuring continued optimization of
ideas, will affect the sustainable development of the enterprise, create sustainable advantage.
Ying Xiaobo
Supervised by Wang Wenjie
KEYWORDS Supply Management; Process Design; Process Reengineering;
Information Technology; Warehousing Operations目录
- IX -
目录
第一章 绪论....1
1.1 研究的背景与意义.........1
1.1.1 研究背景......... 1
1.1.2 研究意义......... 1
1.2 研究方法..2
1.3 论文的基本思路与创新点........ 3
1.3.1 研究的基本思路.........3
1.3.2 论文的创新点.3
1.4 论文的结构和技术路线.3
第二章 流程重组理论综述...5
2.1 流程重组的思想..5
2.1.1 流程的基本概念..........5
2.1.2 流程重组的体系和相关概念.5
2.1.3 流程重组的内容.........6
2.1.4 流程重组的持续性.....8
2.2 国内外研究现状..8
2.2.1 国内外流程研究现状.8
2.2.2 企业流程重组研究现状..........9
2.3 业务流程重组（BPR）的基本理论.....10
2.3.1 BPR 的概念....10
2.3.2 BPR 的核心内容........11目录
- X -
2.4 IDEF(集成计算器辅助制造)建模方法概述. 12
2.4.1 引言.....12
2.4.2 过程建模的意义........13
第三章 北京华联公司仓储管理现状分析15
3.1 北京华联公司简介和组织架构...........15
3.1.1 公司简介........ 15
3.1.2 组织架构........ 15
3.1.3 商品配送与仓储管理...........17
3.2 北京华联公司仓储管理现状分析.......18
第四章 北京华联公司仓储业务流程分析及重组...........22
4.1 北京华联公司仓储业务流程重组时机分析.. 22
4.2
。。。以上简介无排版格式，详细内容请下载查看