A船公司单证业务外包模式研究

发布时间：2018-04-22 03:15

本文选题：服务外包 + 单证业务模式　；参考：《大连海事大学》2017年硕士论文

【摘要】：当下,许多跨国企业为寻求资源的最优配置、突出企业的竞争优势和降低运营成本,将非核心业务向海外转移,与专业的服务外包企业建立合作或者自己成立公司承接本公司此类业务。服务外包产业在很多领域占据主流,而在航运业中,仍处在探索阶段。本文主要对A船公司单证业务的外包问题进行研究,首先从行业形势出发,分析当前行业中的单证业务模式,说明新外包模式的优势。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。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。
[Abstract]:At present, in order to seek the optimal allocation of resources, highlight the competitive advantages of enterprises and reduce operating costs, many multinational enterprises transfer non-core business overseas. Establish cooperation with professional service outsourcing companies or set up their own companies to undertake this kind of business. The service outsourcing industry occupies the mainstream in many fields, while in the shipping industry, it is still in the exploration stage. This paper mainly studies the outsourcing of document business of A shipping company. Firstly, from the perspective of the industry situation, the paper analyzes the document business model in the current industry, and explains the advantages of the new outsourcing mode. At present, the document business module of A company has a low profit. Staff mobility, lack of market competitiveness and other issues. The document business module has its unique characteristics, because it belongs to the non-sales business module, the profit margin generated by its own business is not large, and sometimes the revenue of the business module can not cover the cost, In other words, the survival of this business module depends on the performance of other business modules, such as sales modules. As a result, the salary of the employees in this position is slightly lower than other positions in the company, and because of the single content of the work and the small challenge, many employees can not get a sense of professional achievement in this position, and the job satisfaction is not high, so the staff mobility is very large. There are three main modes of operation in liner companies: self-management, outsourcing to external organizations and establishment of document centers. Most liner company document business operation mode is still the original business model, in recent years, a small number of companies began to try the outsourcing model. Some of the shipping companies have chosen to set up a documentation center to focus on their documentation business, such as APL / AMERICAN PRESIDENT Linesus. Outsourcing the document business of company A can draw lessons from the APL model to some extent, but it is not necessary to accept that the company can establish a more suitable outsourcing mode according to its own characteristics. Whether the liner company document business is outsourced, is a multi-level decision-making process. There are many levels of consideration, such as strategic level, core competitiveness level, operational level and so on. This paper starts from the angle of cost, To provide a kind of decision level from the point of view of cost and benefit for the decision of self-supporting and outsourcing of enterprise document business. A company needs to select a suitable city to set up a document center to undertake the document business of its global branch. India is the most competitive country compared with China in the location of document center. This paper analyzes and demonstrates the location of document center in Company A from the aspects of advantages, disadvantages, opportunities, threats, etc. Why China is more competitive than India. This paper enumerates the preparation work, expected goal and benefit analysis, expected completion time and safeguard measures before the implementation of document outsourcing mode in Company A. Finally, this paper draws the following conclusions: the business of document business of the company "A" appears the problem that needs to solve urgently, and this business section has the distinct characteristic, is very suitable for outsourcing, the use of service outsourcing can solve the practical problem very well. And can greatly reduce the cost.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F551

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