A Study for the Postal Parcel Operating Efficiency Improvement

[[abstract]]摘 要 近年來由於生活型態改變，宅配、物流業興起，如統一宅急便、東元宅配通、新竹貨運、大榮運輸等皆以本身的核心知能跨足B2C 與C2C 的市場；其他專營都會區的小型快遞公司更如雨後春筍蓬勃發展，學者與民營業者更將2000年喩為台灣地區的宅配元年(陳巨星，2004)，包裹業務競爭之激烈可見一斑。 本研究根據文獻與研究目的，以德菲法(Delphi method)與AHP方法建構提升郵政包裹營運競爭力的五大構面，包括人力面、作業面、行銷面、財務面與組織面。符合以企業功能為主體的研究面向(人力資源、行銷、生產、研發、財務管理)。研究結果顯示組織發展與行銷策略對郵政包裹業務的經營最為重要。評估的影響因素15個，包括決策能力、管理能力與員工能力(人力面)、門市作業、運輸配送與資訊運用(作業面)、通路策略、品牌策略與顧客關係(行銷面)、人力成本、物流成本與資產運用(財務面)、組織文化、組織架構與服務創新(組織面)。在替代方案方面則建構多角化經營、策略聯盟、外包作業與併購俾供分析選擇。 郵政包裹業務的經營，在組織文化、組織架構、服務創新、品牌策略、顧客關係、資訊與資產運用、決策與管理能力養成等因素上，宜採多角化經營方式，由郵政體系自行培養核心人力與專業從業人員。基層的員工能力、運輸配送、人力與物流成本支出則選擇策略性外包以降低作業成本。至於門市作業與通路策略，為顧及點、線、面的普遍性與適當性，則以採行策略聯盟的方式，與零售、通路、製造業者合作，才能創造郵政、業者、用郵公眾三贏的局面，從而提升郵政包裹的營運競爭力。[[abstract]]Abstract Due to the change of lifestyle, the delivery service and logistics industry rise in the recent years. For example, President Transnet Corporation、TECO Delivery、HTC Transportation、 T.JOIN Transportation branched out into B2C and C2C market with their core knowledge and abilities. Other small metropolitan express companies are vigorous development spring up. Academics and private industry call the year 2000 was the first year of delivery service in Taiwan and the competition of postal parcels was very furious. In this study, due to the literature surrey and research purposes, by Delphi method and AHP method of construction to enhance the competitiveness of the postal parcel five operation forms, including human resources、operation、marketing、finance、organization. The main research complies with the enterprise functions tends to human resources, marketing, production, R&D, and finance. According to the research, development of organization and marketing strategy are the most important to postal parcels. There are 15 impact factors, including decision-making capacity, management capacity and staff capacity(human resources form), retail job, transport distribution, informantion(operation form), channel strategy, brand strategy, custormer relationship(marketing form), labor cost , logistics cost, asset management (finance form) , organization culture, structure and service innovation (organization form). In alternative programs, diversification, strategic alliances, outsourcing, and mergers and acquisitions are served for analysis options. The operatin of postal parcel should adapt diversification in organization culture, structure, service innovation, brand strategy, customer relationship, information and asset management. Besides, the core of human and professional staffs should be self-cultivation by postal system. Base level staffs choose outsourcing to reduce operational cost. For retail job and channel strategy, in order to take into account of point, line, and surface of universality and appropriateness, should adopt strategic alliances. Cooperation with retail, channel and manufacturer can make win-win situation in post , industry and user, and enhance the capacity of post parcel management