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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/34981
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/34981


    Title: 委外服務生命週期之探討─以資訊科技委外與企業流程委外為例
    Authors: 廖宇
    Contributors: 于卓民
    廖宇
    Keywords: 委外服務接受者
    委外服務供應商
    委外服務生命週期
    服務等級協定
    Date: 2004
    Issue Date: 2009-09-18 13:29:04 (UTC+8)
    Abstract: 《哈佛商業評論》(Harvard Business Review)證實委外模式為過去七十五年來,企業最重要的管理概念和經營手法。美國百分之九十的公司至少將一項業務委外。根據國際商業研究組織愛迪西(IDC)的研究報告指出,一九九八年全球企業委外總值為九百九十億美金,到二OO三年,全球企業委外總值將成長至一千五百億美金。

    越來越多的企業主管將委外視為重塑企業架構的方式,跳出過往垂直整合的模式,創造出更有彈性、更專注核心業務的企業,憑藉委外來強化核心業務和改善客戶關係。簡單的說,採用委外處理的主要理由,就是使企業能:全心專注在核心作業上、提供更好的服務品質,以及降低成本和風險。

    但是,在許多的報告均指出,委外的結果有的時候並不是企業所預期的,例如:委外服務的業務是正在成長中,但委外服務的滿意度卻不然;委外服務供應商有達到服務等級的協定,但卻沒能達成企業主的業務需求;長遠來看,委外服務有可能無法幫企業主節省金錢。

    基於上述背景,本研究參考國內、外文獻、及了解管理顧問公司的委外趨勢分析報告,整理出委外服務生命週期的四個階段:

    階段一、策略性的委外,定義需求及策略。
    階段二、評定與選商,將需求及策略轉換成戰術需要。
    階段三、制定合約,戰術需求演進成合約及關係原則。
    階段四、委外的管理,合約及關係變成管理流程。

    本研究採訪談方式,對四個公司﹝兩個屬於是資訊科技委外服務(ITO),另外兩個屬於是企業流程委外服務(BPO)﹞及提供委外服務供應商公司分別以委外生命週期中的四個階段為架構進行訪談。經整理分析後,發現在每個階段下還包含有些重要的活動因素,值得深入探討與分析,本研究試圖透過這些訪談結果與文獻的記載找出其間的關係,以確保委外服務的成功。

    本研究發現,有效掌握這些階段中的關鍵活動,利用正確的委外策略,透過彈性的組合活動,可以達到企業的業務期望。最後,針對研究結果做出結論和建議,希望提供給企業界作為在採行資訊科技及業務流程委外時的參考,並且明確定義委外服務生命週期的四個階段及其發展關係,以增進委外服務接受者與委外服務供應商在委外服務上合作的成效。
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    Description: 碩士
    國立政治大學
    企業管理研究所
    91932530
    93
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