I 摘要 随着社会高速发展，以物联网为代表的新科技已逐渐应用于物流的各个环节， 物流行业竞争日渐激烈，传统的物流公司在残酷的市场中面临着巨大挑战。为了 有效应对挑战，许多物流公司开始着眼于利用平台化和项目化进行组织结构与业 务流程的变革与改进。在建立的平台上，运用先进科学的项目管理手段，实现物 流资源在企业平台的共聚共享，使之企业逐步发展壮大。 J 物流公司作为一家创业型科技物流公司，以物流项目驱动业务发展，为了快 速提升业绩，抢占市场份额，实施了多品牌战略，各式各样的物流项目在公司内 并行开展。但目前，公司还未具备多种经营的条件，多品牌战略使公司管理成本 激增、资源分散、内耗严重、管理失衡，战略目标无法达到预期。因此如何根据 物流项目的特性，建立符合企业战略目标的组织结构和项目团队，保证项目效率 是目前急需解决的问题。 本文针对 J 物流公司在项目化过程中组织与团队管理中的问题，提出相应的基 于平台化的组织结构设计和项目驱动的团队管理方法。首先对 J 物流公司现状进行 深入分析，分析公司存在组织臃肿，劳动不均衡等问题；然后结合物流业务项目 化的特征，重新设计提出平台化的组织架构。在新设计的组织架构里定责定岗， 以物流项目带动形成前台、中台和后台的平台化组织结构，并且将原有多品牌下 的项目、客户、司机、车辆、能力等资源汇聚形成公司平台资源池，增强组织灵 活性，更快速地响应市场，加大企业资源有效利用率。其次在项目团队管理中， 根据项目人力资源管理流程以项目驱动团队建设与管理，梳理项目团队组建流程， 然后基于 WBS 进行团队人员识别与配置，完成项目团队成员招募与组建，加强项 目团队建设与人员管理，提升团队平均素质，打造高效的项目团队。最后提出成 都试点项目化改革实施方案，分析和评价其实施中的效果，验证项目化管理的有 效性和可行性，但也反应出实施过程中产生的障碍，提出需要采用 DMAIC 模型不 断改进，闭环管控。 本文研究对 J 物流公司实施项目化管理中组织结构设计和团队管理具有一定 参考价值，同时为传统管理模式下的物流企业从组织结构和团队管理角度，就如 何应对互联网大环境下的冲击提供了有益的思路。 关键词：物流企业，项目化管理，组织设计，团队管理ABSTRACT II ABSTRACT With the rapid development of society, new technologies represented by the Internet of Things have gradually been applied to all aspects of logistics. The logistics industry is increasingly competitive, and traditional logistics companies are facing huge challenges in the brutal market. In order to effectively meet the challenges, many logistics companies began to focus on the use of platform and project to transform and improve organizational structure and business processes. On the established platform, the use of advanced scientific project management methods to achieve the integration and sharing of logistics resources in the enterprise platform, so that the enterprise can grow and develop. As an entrepreneurial technology logistics company, J Logistics Company has driven its business development with logistics projects. In order to quickly improve its performance and seize market share, it has implemented a multi-brand strategy early on, and various logistics projects have been carried out in parallel within the company. But at present, the company does not yet have the conditions for multiple operations. The multi-brand strategy has caused the company's management costs to increase sharply, resources are dispersed, internal consumption is serious, and management is unbalanced. The strategic goals cannot meet expectations. Therefore, according to the characteristics of logistics projects, how to establish an organizational structure and project team that meets the strategic goals of the enterprise to ensure project efficiency is a problem that needs to be solved urgently. This article aims at the problems of organization and team management in the process of J logistics company project, and proposes the corresponding platform-based organization structure design and project-driven team management method. First of all, it analyzes the current situation of J Logistics Company in depth, analyzes the company's organizational bloat and labor imbalance, etc.; then combines the characteristics of logistics business project, redesigns and proposes a platform organization structure. Responsible for the post in the newly designed organizational structure, driven by logistics projects to form a platformized organizational structure of the front desk, middle desk and back office, and gather the resources of projects, customers, drivers, vehicles, capabilities and other resources under the originalABSTRACT III multi-brand to form a company Platform resource pools enhance organizational flexibility, respond more quickly to the market, and increase the effective utilization of enterprise resources. Secondly, in project team management, according to the project human resource management process, project-driven team building and management, sort out the project team building process, and then based on WBS to identify and configure team personnel, complete the recruitment and formation of project team members, strengthen project team building and Personnel management, improve the average quality of the team, and create an efficient project team. Finally, the implementation plan for the pilot project reform in Chengdu was proposed to analyze and evaluate the effects of its implementation to verify the effectiveness and feasibility of the project management, but it also reflected the obstacles in the implementation process, and proposed the need for continuous improvement using the DMAIC model, closed loop control. This study has certain reference value for the organizational structure design and team management of J logistics company in the implementation of project management, and also provides beneficial ideas for logistics enterprises in the traditional management mode to cope with the impact of the Internet environment from the perspective of organizational structure and team management. Keywords:logistics enterprise, management by projects, organization design, team management目 录 IV 目 录 第一章 绪 论.................................................................................................................. 1 1.1 研究背景及意义................................................................................................ 1 1.2 研究目的及内容................................................................................................ 3 1.3 研究方法............................................................................................................ 4 1.4 研究结构及章节安排........................................................................................ 4 第二章 相关理论综述.................................................................................................... 7 2.1 项目化管理的相关理论.................................................................................... 7 2.1.1 项目管理的定义.................................................................................... 7 2.1.2 项目化管理的特点................................................................................ 7 2.1.3 项目化管理的对比思路........................................................................ 8 2.2 组织变革的相关理论........................................................................................ 9 2.2.1 传统科层制组织的定义及发展............................................................ 9 2.2.2 平台型组织的发展和变革流程...........................................................11 2.3 项目团队管理相关理论.................................................................................. 12 2.3.1 项目团队的定义.................................................................................. 12 2.3.2 项目团队的特征.................................................................................. 13 2.3.3 项目团队管理的发展过程.................................................................. 13 第三章 J 物流公司项目化管理中组织与团队管理问题分析.................................... 16 3.1J 物流公司及项目化概述................................................................................ 16 3.1.1 J 物流公司简介..................................................................................... 16 3.1.2 组织架构及业务模式.......................................................................... 17 3.1.3 项目化管理现状及流程...................................................................... 19 3.2 项目化管理中组织结构问题与原因分析...................................................... 21 3.2.1 品牌同质化严重，组织结构臃肿...................................................... 21 3.2.2 劳动不均衡，缺乏相互协调机能...................................................... 23 3.2.3 职责权利无界定，推诿扯皮严重...................................................... 24 3.3 项目团队管理问题的原因分析...................................................................... 24 3.3.1 项目团队组建不合理.......................................................................... 24 3.3.2 团队人员培训不科学.......................................................................... 25 3.3.3 考核激励机制不完善.......................................................................... 26目 录 V 第四章 平台型组织结构设计...................................................................................... 27 4.1 组织设计目标及原则...................................................................................... 27 4.2 平台型公司组织结构设计.............................................................................. 28 4.2.1 平台型组织设计总体思路.................................................................. 28 4.2.2 组织结构设计...................................................................................... 29 4.2.3 专业化岗位职责.................................................................................. 32 4.3 项目化物流业务流程设计.............................................................................. 34 4.4 平台型组织结构中的协调与沟通机制设计.................................................. 37 4.4.1 平台型组织运行模型与特征.............................................................. 37 4.4.2 平台型组织协调与沟通机制.............................................................. 38 第五章 项目驱动的团队建设与管理.......................................................................... 40 5.1 项目团队组建流程.......................................................................................... 40 5.2 基于 WBS 的团队人员识别与配置............................................................... 40 5.3 项目团队招募与组建...................................................................................... 43 5.4 项目团队建设.................................................................................................. 45 5.5 项目团队人员管理.......................................................................................... 46 5.5.1 建立项目人员培训机制...................................................................... 46 5.5.2 健全项目考核激励机制...................................................................... 48 5.5.3 项目经理考核...................................................................................... 48 5.6 项目团队管理的对策...................................................................................... 46 第六章 项目化实施及效能分析.................................................................................. 50 6.1 成都试点项目化管理实施过程...................................................................... 50 6.2 项目评价效果.................................................................................................. 51 6.3 实施障碍分析.................................................................................................. 53 6.3.1 组织重组带来的人员动荡.................................................................. 53 6.3.2 管理流程滞后带来的障碍.................................................................. 54 6.3.3 项目化管理水平落后带来的障碍...................................................... 54 6.4 持续改进.......................................................................................................... 55 第七章 结论与展望...................................................................................................... 56 致 谢............................................................................................................................ 58