I 摘要 得利于互联网技术的红利，近些年来快递物流企业高速发展，2013-2017 业 务增速高达 50%，市场收入规模达到 6000 亿。国内快递物流企业规模得到飞速 的增长，近两年各主要快递企业陆续上市，走入资本市场。但从 2017 年开始行 业市场增速明显放缓，外部竞争加剧。为适应市场环境的变化 SF 集团除发展核 心快递业务外，近年来开始发展基于物流的其他产品，如重货物流、国际物流 快递、仓储、冷运等服务。另外横向发展其他多元化业务，具体如金融服务、 电子维修、航空、智能快件柜、IT 信息服务等业务。伴随业务多元化发展传统 科层式的组织结构问题日益凸显，其管理层级多、授权体系复杂、企业面对外 部变化灵活性不足等问题，公司迫切需要探索新的组织模式。在互联网信息技 术背景下，企业都在谈去中心化、扁平化、平台化、打造敏捷组织等，希望通 过组织变革最大化的提升组织创新能力与运营效率。事实上，尽管这些概念很 热门但未能形成定论为企业决策做支持。SF 面临的组织变革问题应当如何解决， 在互联信息技术背景下，这家传统企业向科技化运营，如何探索设计适应变化 的组织模式。互联网技术下的组织是什么样的，传统组织架构模式是否已经被 颠覆，如何支撑企业战略落地是研究的重点。本文将结合现代组织管理理论， 通过比较分析法、数据分析、案例分析、文献阅读、调研等研究方式，同时结 合互联网信息技术在企业的应用实例对企业组织进行研究。通过分析研究，一 方面，解决组织当前管理的主要痛点，探索如何基于互联网技术优化组织架构， 提升管理效率，提升效能降低人工成本。探讨信息化管理如何消减重复性组织 从而精简管理职能，减少管理层级实现扁平化管理。另外，结合快递物流企业 未来发展趋势预判未来管理模式，探索 SF 集团传统型组织向平台型组织的可行 性。通过研究证明，管理成功的经验是难以复制，结合 SF 集团的实际情况，组 织将向扁平化、敏捷组织方向发展。互联网信息技术的推动让扁平化、去中心 化成为可能，支撑 SF 多元化新业务的孵化与发展；在科技引领下打造无边界的 敏捷组织或更能有效支撑战略落地；结合各企业单元的发展现状，通过矩阵式、 项目式、事业部多种组形式并行发展，并随各业务单元业务结构的变化随时灵摘要 II 活调整将更有效适应环境变化。 关键字，SF 集团；组织架构；平台型组织；组织优化；敏捷组织；Abstract III Abstract Benefiting from the dividend of Internet technology, express logistics enterprises have developed rapidly in recent years. From 2013 to 2017, the business growth rate was as high as 50%, and the market revenue scale reached 600 billion yuan. The scale of domestic express logistics enterprises has been growing rapidly. In the past two years, the major express enterprises have listed one after another and entered the capital market. However, since 2017, the growth rate of the industry market has slowed down significantly and the external competition has intensified. In order to adapt to the changing market environment, SF Group has started to develop other products based on Logistics in recent years, such as heavy cargo flow, international logistics express delivery, warehousing, cold transportation and other services. In addition, other diversified businesses should be developed horizontally, such as financial services, electronic maintenance, aviation, intelligent express cabinet, IT information services and so on. With the development of business diversification, the traditional hierarchical organizational structure has become increasingly prominent. With its multi-level management, complex authorization system and insufficient flexibility in the face of external changes, the company urgently needs to explore new organizational models. In the context of Internet information technology, enterprises are talking about decentralization, flattening, platforms, building agile organizations, hoping to maximize organizational change to enhance organizational innovation capacity and operational efficiency. In fact, although these concepts are popular, they fail to form a conclusion to support enterprise decision-making. Under the background of interconnected information technology, SF is facing the problem of organizational change. This traditional enterprise is operating in a scientific and technological way, and how to explore the organizational model to adapt to change. What kind of organization is the Internet technology, whether the traditional organizational structure model has been subverted, and how to support the strategic landing of enterprises is the focus of research.This paper will combine modern organization management theory, through comparative analysis, data analysis, case analysis, literature reading, research and other research methods, and combine the application of Internet information technology in enterprises to study the enterpriseAbstract IV organization. Through analysis and research, on the one hand, to solve the main pain points of the current management of the organization, explore how to optimize the organizational structure based on Internet technology, improve management efficiency, enhance efficiency and reduce labor costs. Discusses how information management can reduce repetitive organization, simplify management functions, reduce management levels and achieve flat management. In addition, combined with the future development trend of express logistics enterprises, this paper predicts the future management mode, and explores the feasibility of SF Group's traditional organization to platform organization. The research proves that the successful experience of management is difficult to replicate. Combining with the actual situation of SF Group, the organization will develop towards flat and agile organization. The promotion of Internet information technology makes it possible to flatten and decentralize, which supports the incubation and development of SF's diversified new business; to create a borderless agile organization under the guidance of science and technology, or to support strategic landing more effectively; to combine the development status of each enterprise unit, to develop in parallel through multiple groups of matrix, project and business units, and with the business structure of each business unit. Flexible adjustment at any time will be more effective in adapting to environmental changes. Keywords: SF Group; organizational structure; platform organization; organization optimization；Agile organization；目 录 V 目 录 摘要.............................................................................................................. I Abstract......................................................................................................III 第一章 绪论................................................................................................1 一、研究背景............................................................................................................................1 二、研究意义............................................................................................................................2 三、研究方法............................................................................................................................3 四、本文的创新点....................................................................................................................4 四、本文结构............................................................................................................................4 第二章 组织架构优化设计的相关理论...................................................5 第一节 组织架构的含义及内容............................................................................5 一、组织架构的含义................................................................................................................5 二、国内外研究现状................................................................................................................6 三、当代企业组织架构形式与发展趋势............................................................................. 10 第二节 组织架构设计理论依据与设计原则......................................................12 一、组织架构设计相关理论依据......................................................................................... 12 二 、组织架构优化设计原则............................................................................................... 14 第三章 SF 集团业务发展与组织架构存在问题...................................16 第一节 SF 集团介绍.............................................................................................16 一、SF 集团概况与主要发展历程........................................................................................16 二、SF 集团主要品牌定位业务板块....................................................................................17 三、SF 集团组织规模............................................................................................................17 第二节 SF 集团战略分析与业务结构变化...........................................................18 一、SF 集团战略分析............................................................................................................18 二、SF 集团战略方向............................................................................................................21 三、新的战略背景下 SF 集团业务结构变化.......................................................................22目 录 VI 第三节 为适应业务发展 SF 集团组织变革历程及启示......................................23 一、SF 集团近年组织变革历程............................................................................................23 二、组织优化成效..................................................................................................................25 三、近 4 年主要组织变革人员结构的变化.........................................................................27 第四节 SF 集团近四年重大组织变革带来的启示.............................................28 一、权变理论提出内外部环境因素对企业组织模式的重要影响.....................................28 二、信息化程度、掌握技术与组织变革的重要关系.........................................................28 三、人力资源管理策略与配套机制与组织变革的重要关系.............................................29 四、多种组织形式并行更适应 SF 集团的发展现状...........................................................30 第四章 业务多元背景下 SF 集团架构存在问题分析..........................31 第一节 多元业务背景下 SF 集团组织能力现状分析..........................................31 一、业务野蛮增长后疲软业务开拓与销售能力不足.........................................................31 二、职能型管理架构下其运营资源管理能力不足.............................................................31 三、职能管理模式下多元化业务交付能力不足.................................................................32 第二节 SF 多元化业务展中组织架构问题分析...................................................33 一、多元化业务发展多层级复杂组织关系导致组织灵活性不足、组织响应速度慢.....33 二、支撑多元化业务，信息化平台服务能力不足.............................................................33 三、传统运营组织管理模式下多元化产品服务支持不力.................................................34 四、组织架构优化人力资源配套机制不足.........................................................................34 第五章 基于互联网 SF 集团组织优化策略..........................................35 第一节 基于互联网建立信息平台助力职能共享模式........................................35 一、企业内部职能服务支撑系统平台................................................................................. 35 二、企业职能服务..................................................................................................................36 三、推进自动化系统、人工职能应用建立智慧运营体系.................................................36 四、企业内部运营支撑体系建设......................................................................................... 37 五、产品服务流程管理系统与用户体验中心建设.............................................................37 第二节 SF 集团组织架构优化策略.....................................................................38 一、撤掉事业部建立项目型组织让组织更敏捷.................................................................38 二、建立事业合伙人机制与员工创业计划.........................................................................39 三、基于信息技术让组织扁平化减少管理层级.................................................................40目 录 VII 四、将资源搬到平台共享提高效率减少管理型组织.........................................................41 五、建立职能服务共享减少重复及同质化组织.................................................................42 第三节 基于互联网信息技术 SF 未来组织结构................................................43 一、 互联网信息技术改变快递物流生态...........................................................................44 二、 SF 发展为平台型组织的可行性分析........................................................................45 三、 SF 集团科技化助力发展平台型组织..........................................................................46 第六章 结论与展望................................................................................. 48 第一节 本文研究的主要结论..............................................................................48 第二节 本文研究存在不足..................................................................................49 第三节 研究展望..................................................................................................50