應用企業流程管理（BPM）提升績效之研究：以臺灣某快遞公司為例

Utilizing Business Process Management (BPM) for Performance Improvement: A Case Study of an Express Company in Taiwan

企業流程管理(Business Process Management; BPM)的目的是達到組織策略與企業流程間的協同。為了提高企業的運作效率，企業流程管理提出PDCA的生命週期，讓企業能夠在持續不斷地運作當中透過流程的改善達到提高績效的目的。然而，過去企業流程管理的研究多著眼於可直接傳遞價值予外部消費者的主要流程，對於企業後勤單位的支援流程，相關研究仍然十分有限。「快遞(Express)」是勞動力密集的行業。由於該產業的聘雇流程普遍較長，常有應聘對象在有限時間的考量內，拒絕某家企業的錄取。這樣的結果進而造成個案公司在產業中逐漸喪失競爭力。然而，由於聘雇流程在產業中多被視為後勤的支援系統，因此較少研究針對聘雇流程的管理進行探討。本研究採行個案研究法，探討企業流程管理的PDCA生命週期如何應用在快遞產業的支援性流程（聘雇流程）中。研究發現，透過此應用，個案公司不但重新定義了相關流程參與者之責任，也重新設計了流程，進而為個案公司在流程時間上得到了85.3%的改善，以及在瑕疵文件及被拒絕的聘雇指標上有100%的進步。本文貢獻在於以台灣產業為對象將PDCA生命週期應用在企業流程管理領域，擴充了該理論的實用性；本文亦可供有意以企業流程管理達到績效提升目的的實業者參考。

Business process management (BPM) helps align organizational strategies and business processes. To improve operational efficiency, BPM researchers propose the Plan-Do-Check-Act (PDCA) life cycle as a framework for businesses to continuously improve their process management. However, most of past studies regarding the applications of BPM are limited to the primary process while studies on the utilization of BPM in support processes remain rare. The express industry is labor-intensive. However, the lengthy hiring processes of express companies prevent potential candidates from accepting job offers and thus these companies lose their competitiveness. Moreover, the hiring process is previously considered a backend support process, relevant discussions are also limited. This research explores whether and how the PDCA life cycle can be applied to the support process of the express industry. We conduct a case study on the Taiwan subsidiary of a multinational express company. By utilizing the cycle to its hiring process, the case company redefines the responsibilities of process owners and redesigns the process. The results indicate that the application of PDCA life cycle significantly improves the company’s operations. Specifically, the recruitment process time is improved by 85.3%, and the rates of damaged reports and rejected offers due to lengthy processes are both improved by 100%. The contribution of this research is threefold. It contributes to the body of knowledge for BPM by applying the PDCA life cycle in Taiwan, an application which answers the call for validation for generalization purposes. It also fills the gap in the BPM literature by focusing on the support process instead. Finally, it provides guidance to practitioners that intend to conduct BPM projects for performance improvement.