竞争激烈的市场环境中，企业面对市场的不断变化和顾客需求的日渐多样化，传统 的经营模式对市场的响应越来越被动和缓慢，因此应运而生了很多新的管理理论和方法 帮助企业应对这一困境。从MRP（物料需求计划）到MRPⅡ（制造资源计划）再到ERP （企业资源计划），这些方法各有所长，但在经营的灵活性和快速满足顾客需求方面最 受企业推崇的还是供应链管理理论。 W公司是一家在全球范围内经营的工业模生产商和经销商。公司于20世纪60年代 成立于日本，在随后50多年的发展中，逐步从日本发展到了全球，经营的产品也不只 是自有品牌的模具，同时还经销着2000家以上的供应商的商品。W公司的供应链管理 经过多年探索和实践，实施的卓有成效，但是随着市场环境的不断变化还是会不断出现 新的问题，对这些流程的分析和改善对提高企业价值有很大的积极意义。 本文以W公司跨国供应链中的业务变更流程作为研究对象，结合供应链管理理论 和业务流程改进理论，分析了W公司跨国供应链管理的现状和问题，并对其中的跨国 业务变更流程进行重点剖析，提出并设计了跨国业务流程变更的改善方案。该方案从供 应链管理、流程效率改善、信息系统改善、终端用户可视化、为企业创造价值等多个角 度出发对现有业务流程进行改善。同时提出方案实施的保证措施，并对流程改进后的效 果进行了评估。 实践证明，本次改善提升了W公司跨国业务变更流程的整体运作效率，提高了客 户满意度和供应商满意度，达到了预期的效果。本文的研究成果可为同类企业的业务变 更流程改进提供借鉴和参考。 关键词：供应链管理；跨国供应链；业务变更；业务流程改进；系统自动化 W公司跨国供应链业务变更流程的改善研究 -II- ResearchonBusinessChangeProcessImprovementofTransnationalSCM onWCompany Abstract Inthefiercecompetitionintheglobalmarket,enterprisesarefacingtheever-changing marketenvironmentandincreasinglydiversifiedcustomerneeds.Theresponseoftraditional businessmodeltothemarketisbecomingmoreandmorepassiveandslow.Therefore,many newmanagementtheoriesandmethodshaveemergedtohelpenterprisescopewiththis dilemma.Forexample,computeraideddesign,flexiblemanufacturing,just-in-time production,manufacturingresourceplanning(MRP)etc.,thesemethodshavetheirown advantages,butintermsofoperationalflexibilityandfastmeetingcustomerneeds,Supply ChainManagement(SCM)isthemostpopularone. WCompanyisaglobalmanufactureranddistributorofindustrialmoulds.Foundedin Japanin1960s,thecompanyhasgraduallydevelopedfromJapantoglobalinthese50years. Theproductsitoperatesarenotonlyofitsown,butalsotheproductsofmorethan2000 suppliers.Wcompany'sSCMhasbeenfruitfullypracticedformanyyears.However,withthe continuouschangeofmarket,newproblemsarise.Theanalysisandimprovementofthese processesareofgreatpositivesignificancetoimprovethevalueofenterprises. BydiscussingthebackgroundofSCMandtheconceptsofSCM,thispapertakesthe businesschangeprocessinWcompany'stransnationalsupplychainastheresearchobject, combinesSCMtheoryandbusinessprocessimprovementtheory,analysesthestatusquoand problemsofWcompany'stransnationalSCM,anditstransnationalindustry.Theprocessof businesschangeisanalyzedemphatically,andtheimprovementplanisputforwardand implemented,andalsoputsforwardtheguaranteemeasuresfortheimplementationofthe schemeandevaluatestheeffectoftheprocessimprovement. PracticehasprovedthattheimprovementimprovestheoperationefficiencyofW company'stransnationalbusinesschangeprocess,improvescustomersatisfactionandsupplier satisfaction,andachievesthedesiredresults.Theresearchresultsofthispapercanprovide referenceforbusinesschangeprocessimprovementofsimilarenterprises. KeyWords：SupplyChainManagement;GlobalSupplyChain;BusinessChange; BusinessProcessImprovement(BPI);SystemAutomation 大连理工大学专业学位硕士学位论文 -III- 目录 摘要.............................................................................................................................I Abstract..............................................................................................................................II 1绪论..............................................................................................................................1 1.1研究背景............................................................................................................1 1.2研究的对象和意义............................................................................................2 1.3研究方法............................................................................................................3 1.4研究内容与研究思路........................................................................................4 2相关管理理论方法概述..............................................................................................6 2.1供应链管理概述................................................................................................6 2.1.1供应链管理的概念...................................................................................6 2.1.2跨国供应链管理的特点.........................................................................6 2.2业务流程改进理论..............................................................................................7 2.2.1理论发展的背景及现状...........................................................................7 2.2.2供应链管理中业务流程改进研究现状...................................................8 3W公司跨国供应链管理现状与问题分析..................................................................9 3.1W公司简介.......................................................................................................9 3.2W公司跨国供应链管理现状.........................................................................10 3.2.1W公司跨国供应链的基本组成..........................................................10 3.2.2W公司跨国供应链管理的特点和优势..............................................13 3.2.3SCM信息系统在W公司的应用现状...............................................15 3.2.4跨国业务变更概述...............................................................................16 3.3W公司跨国供应链管理中存在的问题.........................................................20 3.4跨国业务变更流程问题及分析......................................................................21 3.4.1供应链与外部集成程度问题...............................................................21 3.4.2流程的冗余和瓶颈问题.......................................................................23 3.4.3信息化程度不足问题...........................................................................24 3.5跨国业务变更流程改善的必要性..................................................................25 3.5.1现有流程效率低下...............................................................................25 3.5.2运营成本存在浪费...............................................................................26 4跨国业务变更流程的改善方案设计........................................................................27 4.1改善目标和改善原则......................................................................................27 W公司跨国供应链业务变更流程的改善研究 -IV- 4.1.1改善目标...............................................................................................27 4.1.2流程改善的原则...................................................................................27 4.2业务流程改善方案设计..................................................................................28 4.2.1跨国业务变更中的供应链改善...........................................................28 4.2.2跨国业务变更流程改善.......................................................................30 4.2.3现行管理信息系统改善.......................................................................30 4.2.4改善后的流程描述...............................................................................31 5改善方案的实施保障及初步效果............................................................................33 5.1改善方案的实施步骤......................................................................................33 5.1.1准备阶段...............................................................................................33 5.1.2设计阶段...............................................................................................33 5.1.3系统的开发、测试、实施阶段.....