A公司单证业务模块目前出现了利润低,员工流动性大,市场竞争力不足等问
题。单证业务模块有其独有的特征,因其属于非销售业务模块,自身业务产生的
利润空间不大,甚至有时候本业务模块的收入无法覆盖成本,也就是说本业务模
块的生存依赖于公司其他业务模块的业绩如销售模块。由此导致此岗位的员工待
遇比公司其他岗位略低,且由于工作内容单一,挑战性不大,许多员工不能在此
岗位上获得职业成就感,工作满意度不高,因而员工流动性很大
班轮公司中的单证业务现有运营模式主要有三种:企业自营、外包给外部机
构和建立单证中心。大部分班轮公司单证业务运营模式依然是原始的企业自营模
式,近年来有小部分公司开始尝试外包模式。其中有部分船公司选择建立单证中
心集中处理本公司的单证业务,例如APL (AMERICAN PRESIDENT LINES)。将A公
司单证业务外包可以在一定程度上借鉴APL的模式,但不必全盘接受,A公司可以
根据自身的特点建立更加符合自身发展需要的外包模式
班轮公司单证业务是否外包,是一个多层次的决策过程。考虑的层次众多,
例如战略层次、核心竞争力层次、运作层次等等。本论文从成本的角度出发,为
企业单证业务自营与外包的决策提供一种从成本效益角度出发考虑的决策层次
A公司需要选择一个合适的城市建立单证中心以承接其全球分公司的单证业
务。在单证中心选址问题上,印度是与中国相比最具竞争力的国家,本文从优势、
劣势、机会、威胁等方面分析论证了在A公司单证中心选址问题上,为什么中国
比印度更具竞争力的原因。本论文列举了 A公司单证业务外包模式实施前的准备
工作、预期目标及效益分析、预计完成时间和保障措施
中文摘要
最后,本论文得出以下结论:A公司单证业务板块出现了需要迫切解决的问题,而
此业务板块具有鲜明的特征,非常适合外包,利用服务外包可以很好的解决现实
问题,且可以大幅度降低成本
关键词:服务外包;单证业务模式;外包决策;单证中心;实施
英文摘要
ABSTRACT
At present, many multinational companies to seek for the optimal allocation of
resources, highlight the competitive advantages of enterprises and reduce operating
costs, the non-core business overseas, and professional service outsourcing enterprises
to establish a cooperation or set up his own company to undertake such business of the
company. Service outsourcing industry in many areas occupy the mainstream, while in
the shipping industry, still in the exploratory stage. This paper mainly for A ship
company documents studies the outsourcing business, first of all from the industry
situation, the analysis of the cxirrent industry business model, the documents show the
advantage of the new model of outsourcing.
A company document business module currently appeared low profits, staff
mobility is large, such problems as lack of market competitiveness. Documents a
business module has its unique characteristics, because of its belong to the sales
business module, its own business to produce the profit space is not large, sometimes
even the business module can&39;t cover the cost of income, that is the survival of the
business module depends on the performance of other business modules such as sales
module. Leading to the treatment of employees other than the company job slightly
lower, and the work content of a single, challenging, many employees can＊t gain
professional achievement on this position, job satisfaction is not high, and staff turnover
is very large.
Liner company documents of the existing operating model there are three main
types: enterprise self-support, outsourced to external agencies and the establishment of
document center. Most of the liner company documents business operation mode is still
the original enterprise self-management model,has a small number of companies started
trying to outsoxircing model in recent years. There are some ship companies choose to
establish of documents center focus on the company!s business, such as APL
(AMERICAN PRESIDENT LINES). Will to some extent, A business outsourcing
company documents can draw lessons from APL, but don&39;t have to accept, A company
may, according to its own characteristics, to establish more in line with their own
development needs of outsourcing models.
英文摘要
Liner company documents,whether outsourcing is a multi-level decision process.
Consider the level of the many, for example, strategic level, the core competitiveness
level, operation level and so on. This paper from the perspective of the cost, provide
documents for the enterprise business proprietary and outsourcing decisions from a
cost-benefit perspective to consider the decision-making level.
Need to choose A suitable city to establish A company of documents center branch
to undertake its global business. On document center location problem, India is
compared with Chinafs most competitive countries, tixis paper from the strengths,
weaknesses,opportunities and threats analysis on company A document center location
problem, why China than India more competitive. This paper enximerates the company
A preparation of the documents before the implementation of business outsourcing
model, target and benefit analysis, estimated finish time and safeguard measures.
Finally, this paper, the following conclusion: A company documents plate need
urgently to solve the problems, and tiie business sector has distinct characteristics, very
suitable for outsourcing, the use of service outsourcing can well solve real problems,
and can greatly reduce the cost.
Key Words: Service Outsourcing; Documents business model; Outsourcing
decisions; Documents center; Implementation
目 录
目 录
第1章绪论 1
1.1研究背景1.2研宄的目的和意义1.3国内外研宄现状1.3.1国外研宄现状1.3.2国内研宄现状1.4论文的内容结构及研宄方法1.4.1论文的内容结构1.4.2论文的研宄方法1.5论文的创新与不足第2章相关理论概述2.1服务外包2丄1概念的界定2.1.2服务外包的特征2.1.3服务外包的类型2.2离岸外包2.2.1概念的界定2.2.2离岸外包的发包国和承接国2.2.3离岸外包的驱动力和阻碍2.2.4适合离岸外包的业务2.3国际分工理论2-4比较优势理论2.5核心竞争力理论2.5.1核心竞争力的基本概念2.5.2外包模式与培养企业核心竞争力第3章A船公司单证业务现有模式及问题分析3.1行业内现状3.2 A公司的发展现状3.3 A公司单证业务现有模式存在的问题分析第4章A公司单证业务外包模式分析
22
4.1 A公司单证业务外包模式
22
目 录
4.1.1A公司单证业务外包模式探索
22
4.1.2单证中心选址问题
:
23
4.1.3A公司在中国与在印度设立单证中心对比分析
24
4.2 A公司单证业务外包模式可行性分析
25
4.2.1决策的制定
25
4.2.2新旧模式成本对比分析
27
4.2.3新旧模式效率对比分析
29
4.2.4自营与外包成本决策模型
30
4.2.5自营与外包成本分析的意义
33
第5章A公司单证业务外包模式的实施
35
5.1实施前的准备工作
35
5.2预期目标及效益分析
35
5.3预计完成时间
37
5.4保障措施
37
5.4.1准备阶段的保障措施
37
5.4.2实施阶段的保障措施
38
5.5 小结
39
第6章结论与展望
40
6.1研宄结论
40
6.2不足之处
40
6.3研宄展望
40
料魏 42
it 谢 46
A船公司单证业务外包模式研究
~
第1章绪论
1. 1研究背景
商务部服贸司负责人曾于2016年1月对外表示,上一年度(2015年)我国服
务外包产业整体表现卓越,其中离岸服务外包发展态势良好,处于稳步上升状态
2015年,我国服务外包企业承接美国、欧州和日本的服务外包比去年同比增长18%、
18%和28%,执行总额分别为151亿美元、98亿美元和95亿美元。(中国服务外
包网)
美国管理学大师彼得德鲁克曾说:“再过1〇到15年,组织有可能把属于
‘支持性’的工作和不能有助于员工提升到高级管理职位的工作外包出去。”据
Gartner的调查,年销售收入超过10亿美元的企业中有75%以上的企业采用BPO(业
务流程外包)[1]
2016年是服务外包产业发展的第十个年头
企业决定实施外包战略的动因有很多,主要有以下几个方面:降低运营成本、
提高企业核心竞争力、提高产量和服务质量、利用海外较廉价劳动力资源、提高
客户满意度等等[2]
航运市场中也接连出现成功的外包实践,例如200
==>>