关于上海石化储运系统业务流程再造的研究
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摘要
在物流效益得到广泛重视，物流公司纷纷成立的时候，如何避免盲目投入设备、引进计算机技术、结果陷入换汤不换药的误区是一个值得注意的问题。本文主要理论联系实际，通过将BPR业务流程再造理论应用到上海石化的物流改革中，研究分析了流程再造的重要作用，提出它应是企业改革的战略出发点。
本文首先在第二章对上海石化储运系统面临的机遇和挑战，它在组织结构、储运资产分布和资产利用情况方面的问题，以及它的核心业务流程做了分析。通过分析看出企业的组织结构仍然是直线职能、事业部制，业务流程重复、分散、出现多头管理，不能形成集中管理的一体化运作流程。
第三章是对上海石化储运系统改革的理论思想BPR理论的分析。主要分析了它的产生背景、BPR的定义和本质内涵、BPR再造的内容和特点、物流企业BPR流程再造的原则、BPR对组织结构的变革、BPR经典成功应用案例。
通过对上海石化储运系统的现状和BPR理论分析后，本文认为上海石化储运系统要进行实质性的改革应首先依据BPR思想，打破职能分割的多头管理组织对业务流程进行再造。
第四章是根据BPR的指导思想对上海石化储运系统的业务流程再造。首先分析了企业流程再造的目标和整体思路。然后对原销售流程精简、整合，消除了一些不必要的流程和部门，将分散的资产管理实现集成统一管理。打破了原有的将物流流程分割的职能部门，面向流程建立了扁平化的物流组织结构。最后通过对再造前后物流效益比较，看出储运系统业务流程再造提升了企业的物流管理水平，增加了企业的物流量，为企业带来了可观的物流经济效益。
BPR第一次促使人们去彻底反思业已形成的管理过程，从流程上寻求改善管理的新途径，是对当代管理理论的重大发展。希望通过对上海石化储运系统业务流程再造的实证研究，能为我国物流业的改革贡献自己的一点浅薄之见。
With business generally attaching importance to the potential profit of logistics and Third Party Logistics Corporations springing up, it is very worthy of thinking deeply how to avoid investing and imputing computer technology blandly, consequently only having received superficial effect. The dissertation mainly through applying the idea of Business Process Reengineering-BPR into logistics reform of The Shanghai Petrochemical Co., Ltd, makes research into the importance of BPR and puts forward the logistics reform should start at BPR.
In the first chapter, I mainly analyze the background and value of the paper discussed, in addition, introduce the content frame of the paper.
In the second chapter, I analyze the opportunities and thread faced by Shanghai Petrochemical logistics system (SPLS), the problem of its organized system structure, asset distribution and using, finally analyze its key business process. Through analysis, I know the organized system structure of SPL is still traditional administration, business processes repeat and scatter, so which make SPLS not form unified business process.
In the third chapter, I mainly analyze the theory of conducting SPLS reform, research into background of the BPR, its definition, core ideal, content and characteristics. In addition, I analyze logistics corporations' rule of doing BPR, the organized system structure reengineering according to BPR and successful application examples in BPR.
Through analyzing the status of SPLS before BPR and the theory of BPR, I think the virtual reform of SPLS should reengineering its key business process on the basis of the conducted ideal of BPR.
In the final chapter, I mainly analyze the business process reengineering of SPLS. Firstly analyze the target and general thinking of BPR. Secondly analyze the problem of key process, eliminate the unvalued process, transform the scattered management into concentrated management, and on the basis of reengineering process, reengineering the organized system structure of SPLS. Finally through contrasting logistics benefit bring about by BPR with that before BPR, I think BPR promoting SPSL logistics administration level, increasing its logistics business
quantities and bringing huge logistics economic benefits.
The BPR promote business to think the traditional administration process throughout, try to research into new administration pattern from business process, which is significant progress in current administration field. I hope through the research of applying the ideal of BPR into the reform of SPLS, can contribute a bit to my country1 reform in logistics field.
Shi hongli (Business management) Directed by Lin guolong
本文首先在第二章对上海石化储运系统面临的机遇和挑战，它在组织结构、储运资产分布和资产利用情况方面的问题，以及它的核心业务流程做了分析。通过分析看出企业的组织结构仍然是直线职能、事业部制，业务流程重复、分散、出现多头管理，不能形成集中管理的一体化运作流程。
第三章是对上海石化储运系统改革的理论思想BPR理论的分析。主要分析了它的产生背景、BPR的定义和本质内涵、BPR再造的内容和特点、物流企业BPR流程再造的原则、BPR对组织结构的变革、BPR经典成功应用案例。
通过对上海石化储运系统的现状和BPR理论分析后，本文认为上海石化储运系统要进行实质性的改革应首先依据BPR思想，打破职能分割的多头管理组织对业务流程进行再造。
第四章是根据BPR的指导思想对上海石化储运系统的业务流程再造。首先分析了企业流程再造的目标和整体思路。然后对原销售流程精简、整合，消除了一些不必要的流程和部门，将分散的资产管理实现集成统一管理。打破了原有的将物流流程分割的职能部门，面向流程建立了扁平化的物流组织结构。最后通过对再造前后物流效益比较，看出储运系统业务流程再造提升了企业的物流管理水平，增加了企业的物流量，为企业带来了可观的物流经济效益。
BPR第一次促使人们去彻底反思业已形成的管理过程，从流程上寻求改善管理的新途径，是对当代管理理论的重大发展。希望通过对上海石化储运系统业务流程再造的实证研究，能为我国物流业的改革贡献自己的一点浅薄之见。
With business generally attaching importance to the potential profit of logistics and Third Party Logistics Corporations springing up, it is very worthy of thinking deeply how to avoid investing and imputing computer technology blandly, consequently only having received superficial effect. The dissertation mainly through applying the idea of Business Process Reengineering-BPR into logistics reform of The Shanghai Petrochemical Co., Ltd, makes research into the importance of BPR and puts forward the logistics reform should start at BPR.
In the first chapter, I mainly analyze the background and value of the paper discussed, in addition, introduce the content frame of the paper.
In the second chapter, I analyze the opportunities and thread faced by Shanghai Petrochemical logistics system (SPLS), the problem of its organized system structure, asset distribution and using, finally analyze its key business process. Through analysis, I know the organized system structure of SPL is still traditional administration, business processes repeat and scatter, so which make SPLS not form unified business process.
In the third chapter, I mainly analyze the theory of conducting SPLS reform, research into background of the BPR, its definition, core ideal, content and characteristics. In addition, I analyze logistics corporations' rule of doing BPR, the organized system structure reengineering according to BPR and successful application examples in BPR.
Through analyzing the status of SPLS before BPR and the theory of BPR, I think the virtual reform of SPLS should reengineering its key business process on the basis of the conducted ideal of BPR.
In the final chapter, I mainly analyze the business process reengineering of SPLS. Firstly analyze the target and general thinking of BPR. Secondly analyze the problem of key process, eliminate the unvalued process, transform the scattered management into concentrated management, and on the basis of reengineering process, reengineering the organized system structure of SPLS. Finally through contrasting logistics benefit bring about by BPR with that before BPR, I think BPR promoting SPSL logistics administration level, increasing its logistics business
quantities and bringing huge logistics economic benefits.
The BPR promote business to think the traditional administration process throughout, try to research into new administration pattern from business process, which is significant progress in current administration field. I hope through the research of applying the ideal of BPR into the reform of SPLS, can contribute a bit to my country1 reform in logistics field.
Shi hongli (Business management) Directed by Lin guolong
引文
1 余菁．企业再造：重组企业的业务流程．广州：广东经济出版社，2000．1
2 任佩瑜．中国大型工业企业战略性再造实现的思路．四川大学学报，2000(3)
3 J．佩帕德，P．罗兰著，高俊山译．业务流程再造．北京：中信出版社．1992．2
4 芮明杰，钱平凡．再造流程．浙江人民出版社，1997年
5 迈克尔．波特，陈小悦译．竞争优势．第1版．华夏出版社，1997
6 唐伟．管理学．第1版，中国青年出版社，1992
7 MBA必修核心课程编译组．经营战略．中国国际广播出版社，1997
8 华萌．企业流程重建成功的先决条件．科学技术管理，1999(7)
9 马士华．供应链管理．第1版．机械工业出版社，2000
10 刘国华．中国电信启动管理重组革命：汉普共舞麦肯锡．21世纪经济报导，2001．10
11 黄国青，赵嵩正．企业流程再造中存在问题分析及对策研究．西北工业大学学报．社会科学版，1999(9)
12 王庆金．对企业业务流程再造的几点认识．辽宁工程技术大学学报，2001(4)
13 唐纳德．鲍尔索克斯[美]著，林国龙等译．物流管理．机械工业出版社，1999
14 李宝山，刘志伟．流程管理与再造工程．中外管理．1996年6月
15 裴金林．BPR理论与技术—BPR的原则．中外管理，1997年5月
16 钱肇基，熊能．企业战略再造．中国电力出版社，1999年
17 林国龙．现代物流系列谈．航运交易公报，1999-2000
18 刘嘉呈，海尔的业务流程再造．中国经贸导刊，2002(20)
19 王曙光．信息技术环境下的企业业务流程再造．经济师，2002(8)
20 李莹等．业务流程再造建模技术研究．工业工程，2002(3)
21 王曙光．业务流程再造的误区及改进完善．企业经济，2002(6)
22 马刚．海尔的业务流程再造模式及经济学分析．山东经济学院学报，2002(1)
23 蔡卫明 业务流程再造的重组思路．冶金经济与管理，2001(5)
24 雷静华 业务流程再造及其实施研究．江西社会科学，2001(12)
25 孙国忠．关于业务流程重组的再评价．工业技术与经济，2001(6)
26 郑艳．业务流程再造——欲说好困惑．企业研究，2001(11)
27 黎志成．应用信息技术重组企业流程．科技进步与对策，1999，第16卷(4)
28 菊池康也著，丁立言译．物流管理．清华大学出版社，1999
29 谭跃进等．并行工程：一种新的系统工程的组织管理模式．系统工程，1997(1)
30 汪应洛．企业流程再造(BPR)对我国企业组织的影响．工业工程与管理，2001(1)
31 李俊军．“入世”后我国物流业面临的形势和对策．货运代理与国际运输，2000(2)
32 赵美荣，王峰．中国物流业：拥挤的地平线．上海交通运输，2001(5)
33 司徒达贤．组织诊断与组织发展．商务印书馆，1991
34 李钢，齐二石．基于BPR理论的企业组织重构研究．计算机集成制造系统，1997(3)
35 包健民．物流现代化．上海交通大学出版社，1997
36 裴金林．BPR失败的原因．参阅：http://www.amteam.org/a bpr/bpr fail reason
37 华为智能网. http://www.huawei.com/chinese/fangan/index.htm.
38 Douglas May&Michael C.Kattelhut, Managing Human Issues in Reengineering Projects, Journal of Systems Management, February 1996
39 C.Thomas,The Responsive Organization:Re-engineering New Pattems of Work, Management Services, July 1996
40 Mark M.Klein, Reengineedng Methodololies and Tools, Information Systems Management, spring 1994
41 Maureen Weicher, William W.Chu, Business Process Reengineering Analysis and Recommendations, Business Quarterly, spring 1993
42 Paul A.Strassmann, The Roots of Business Process Reengineering, American Programmer, June 1995
43 Barry Fisher, Reengineering Your Business Process, Journal of Systems Management, Febuary 1996
44 Levent V, Model Management Approach to Business Process Reengineering, Joumal of Management Information System, Summer 1998, Vol.15.No.1
45 Joe Peppard, Philip Rowland, Business Reengineering, Prentice Hall, Inc, 1997
2 任佩瑜．中国大型工业企业战略性再造实现的思路．四川大学学报，2000(3)
3 J．佩帕德，P．罗兰著，高俊山译．业务流程再造．北京：中信出版社．1992．2
4 芮明杰，钱平凡．再造流程．浙江人民出版社，1997年
5 迈克尔．波特，陈小悦译．竞争优势．第1版．华夏出版社，1997
6 唐伟．管理学．第1版，中国青年出版社，1992
7 MBA必修核心课程编译组．经营战略．中国国际广播出版社，1997
8 华萌．企业流程重建成功的先决条件．科学技术管理，1999(7)
9 马士华．供应链管理．第1版．机械工业出版社，2000
10 刘国华．中国电信启动管理重组革命：汉普共舞麦肯锡．21世纪经济报导，2001．10
11 黄国青，赵嵩正．企业流程再造中存在问题分析及对策研究．西北工业大学学报．社会科学版，1999(9)
12 王庆金．对企业业务流程再造的几点认识．辽宁工程技术大学学报，2001(4)
13 唐纳德．鲍尔索克斯[美]著，林国龙等译．物流管理．机械工业出版社，1999
14 李宝山，刘志伟．流程管理与再造工程．中外管理．1996年6月
15 裴金林．BPR理论与技术—BPR的原则．中外管理，1997年5月
16 钱肇基，熊能．企业战略再造．中国电力出版社，1999年
17 林国龙．现代物流系列谈．航运交易公报，1999-2000
18 刘嘉呈，海尔的业务流程再造．中国经贸导刊，2002(20)
19 王曙光．信息技术环境下的企业业务流程再造．经济师，2002(8)
20 李莹等．业务流程再造建模技术研究．工业工程，2002(3)
21 王曙光．业务流程再造的误区及改进完善．企业经济，2002(6)
22 马刚．海尔的业务流程再造模式及经济学分析．山东经济学院学报，2002(1)
23 蔡卫明 业务流程再造的重组思路．冶金经济与管理，2001(5)
24 雷静华 业务流程再造及其实施研究．江西社会科学，2001(12)
25 孙国忠．关于业务流程重组的再评价．工业技术与经济，2001(6)
26 郑艳．业务流程再造——欲说好困惑．企业研究，2001(11)
27 黎志成．应用信息技术重组企业流程．科技进步与对策，1999，第16卷(4)
28 菊池康也著，丁立言译．物流管理．清华大学出版社，1999
29 谭跃进等．并行工程：一种新的系统工程的组织管理模式．系统工程，1997(1)
30 汪应洛．企业流程再造(BPR)对我国企业组织的影响．工业工程与管理，2001(1)
31 李俊军．“入世”后我国物流业面临的形势和对策．货运代理与国际运输，2000(2)
32 赵美荣，王峰．中国物流业：拥挤的地平线．上海交通运输，2001(5)
33 司徒达贤．组织诊断与组织发展．商务印书馆，1991
34 李钢，齐二石．基于BPR理论的企业组织重构研究．计算机集成制造系统，1997(3)
35 包健民．物流现代化．上海交通大学出版社，1997
36 裴金林．BPR失败的原因．参阅：http://www.amteam.org/a bpr/bpr fail reason
37 华为智能网. http://www.huawei.com/chinese/fangan/index.htm.
38 Douglas May&Michael C.Kattelhut, Managing Human Issues in Reengineering Projects, Journal of Systems Management, February 1996
39 C.Thomas,The Responsive Organization:Re-engineering New Pattems of Work, Management Services, July 1996
40 Mark M.Klein, Reengineedng Methodololies and Tools, Information Systems Management, spring 1994
41 Maureen Weicher, William W.Chu, Business Process Reengineering Analysis and Recommendations, Business Quarterly, spring 1993
42 Paul A.Strassmann, The Roots of Business Process Reengineering, American Programmer, June 1995
43 Barry Fisher, Reengineering Your Business Process, Journal of Systems Management, Febuary 1996
44 Levent V, Model Management Approach to Business Process Reengineering, Joumal of Management Information System, Summer 1998, Vol.15.No.1
45 Joe Peppard, Philip Rowland, Business Reengineering, Prentice Hall, Inc, 1997
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