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博碩士論文 etd-0825105-144953 詳細資訊
Title page for etd-0825105-144953
論文名稱
Title
檢驗、認證及測試公司之經營管理與發展之研究- 以SGS臺灣為例
Research of Business Management and Development of Inspection, Certification and Testing Firm-Demonstrating with SGS Taiwan
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
85
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2005-06-04
繳交日期
Date of Submission
2005-08-25
關鍵字
Keywords
公正的、專業的、獨立的
professional., Independent, impartial
統計
Statistics
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The thesis/dissertation has been browsed 5702 times, has been downloaded 9 times.
中文摘要
早期,檢驗公司就貨品的數量、品質、損壞性質及程度、損失評估;提供獨立、公正及專業服務給相關單位作為參考。亦既是當執行檢測時,這些公司的現場檢驗人員乃是顧客的眼睛及耳朵。所有詳細的觀察、精確的發現及準確且有效率的報告;是任何一家檢驗公司的工作與任務之最重要的表現。

在相關產業的價值鏈中,當經由優秀員工、公正委託及傑出經驗之獨特的整合,提供廣博的服務及效能時,檢驗公司不僅是策略夥伴,亦是技術諮詢者。為了達成各種的驗證任務,傑出的檢驗人員須不斷的學習與農業、礦產、石化、環境、海事等有關之知識。除了認可之學程以外;他們可通過內部的認證課程,達成完整且標準的進階訓練。而且他們時常經由每日實務累積寶貴的職能。

當檢驗人員意欲完善執行每一工作時,亦面臨許多挑戰,他們必須敬業、盡忠職守,亦須備有熟練及淵博的技能。因此,培養忠誠的專職人員,以期能提供客戶可靠及完整的品質服務,將能促進公司的成長實力。相對能適應且符合實際情況,而建立可行有效的程序及系統之公司,顯然能提供達成目標及持續改善的措施,以便提升競爭優勢。

跟隨環境的急遽演進及消費者對安全及品質的覺醒,前瞻性的檢驗公司正以其所有可能的資源,盡所能地延伸可靠的服務,更甚以往且廣泛的投入驗證及測試之領域。於產業轉變中,這些具有積極性的公司,在近十年內皆有顯著的成長,伴隨著他們努力滿足甚至超越客戶及市場的需求及期待。



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本研究乃基於來自檢驗產業之三家主要全球化公司的可應用之資料,其中顯示出市場前景一片光明。合宜的策略佐以有能並有效之經營組合;將對檢驗公司之達成永續成長十分重要。因此,除了敘述各家之成就以外;本文針對此三家公司作某些比較。相信這可幫助讀者了解本產業,亦可提供關切的經理人明確的觀點。

在第四章中介紹一個典型的例子”SGS臺灣”及特別引薦該集團的執行長之背景及經歷更能引導讀者對產業遠景產生深刻的印象。由於其成功的在地化,最近五年來;SGS臺灣享有可觀的成長。此乃因為不斷的投資在具有前景的實驗室;提供差異性之服務,以配合國內重大建設之發展及國際集團提供外包業務的增加。誠如所見;SGS臺灣正持續未來數年的成長。
Abstract
In the early days, inspection pioneers like SGS provided their independent, impartial and professional services in respects of quantity, quality, damage nature and extent, and/or loss adjustment of goods and objects to the concerned parties for considerations. Namely, field inspectors of those firms become eyes and ears of the clients upon any attending survey. All of scanning observations, accurate findings, and precise and efficient reporting are the most vital performances of any inspection firms’ activities and tasks.

In value chains of the relevant industries, they could not only be a strategic partner, but also a technical advisor while delivering a broad spectrum of services and outputs through their unique blend of quality employees, righteous commitment, and unrivaled experiences. To achieve various verification assignments, prominent surveyors should constantly learn knowledge about agriculture, minerals, chemistry, environments, maritime and so on. They could be trained with the entirely standardized approaches through the internal certification programs other than recognizing seminars. Further, they frequently accumulated their precious lessons of daily exercises.

It also poses plenty of challenges to well implement each task for inspectors, who must be respectful and loyal to their works, be knowledgeable and skilled basically too. For this instance, fostering faithful experts to offer customers the reliable and integral quality services accelerates the organization growth strengths. Relatively, the establishment of the feasible process and system with efficiency for firms adaptable and successful to the practical situations obviously offers an instrument of achieving goals and successive improvements in promoting competitive advantages.
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Following the rapid and dramatic evolutions of the circumstances along with the awareness of the consumers concerning safety and quality, the proactive inspection firms are immensely investing with all of its available resources in extending the reliable services to the certification and testing scopes more profoundly than ever before. In the recent decade, those aggressive corporations made the noticeable progresses and organic gains while they strived to satisfy or even surpass the requirements and expectations of the customers and the markets through such industrial evolutions.

This research was on the basis of the information available from 3 major global players of the industry, displaying the markets in promising trend. Applicable strategies with a combination of efficient and effective managements will be quite essential for inspection firms to reach the persistent organic growth. So, certain comparisons among these three hulks were made in the contexts, in addition to the descriptions of each firm in accomplishing the respective targets. Believing that it would help readers realize the industry to certain extents while offering the concerned managements the distinct view.

A typical example of the SGS Taiwan introduced in the chapter 4 along with a special focus featured on background and experiences of the Group’s New CEO in the same chapter further take viewers on an impressive trip to the industry prospects. With the successful localization, SGS Taiwan has been enjoying the sustainable growth in the recent five years. This was due to its consecutive promising investment to create diverse services on laboratories in line with the development of the domestic significant constructions and increasing outsourcing assignments from international groups. With efforts, SGS Taiwan is banking on its continued growth and appeal in the coming years.
目次 Table of Contents
Chapter 1 Introduction

1.1 Research Backdrop and Motivation………………………………………………… 1
1.2 Research Objective……………………………………..…………………………… 3
1.3 Research Scope and Focus……………………………………..……………………. 4
1.4 Research Process and Limitation……………………………………..……………… 6

Chapter 2 Theoretical Principles and Review

2.1 Business Model and Management………………………………………….……….. 7
2.2 Learning Organization…………………………………………………………..…… 11
2.3 Managing Resources…………………………………………………………………. 16
2.4 Management Function………………………………………..…….………………… 18
2.5 International Management……………………………………………………………. 25

Chapter 3 Inspection Industrial Analysis

3.1 Activity and Scope……………………………………………………..…………….. 30
3.2 Industry Profile………………………………………………………………………. 31
3.3 Industry Feature……………………………………………………………..…….. 45
3.4 Industry Analysis…………………………………………………………….…….. 46
3.5 GDP Impact………………………………………………………………………… 47
3.6 Industry Hightlights……………….………………………………………….…….. 48
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Chapter 4 Case Study – SGS Taiwan

4.1 Outline……………………………………………………………………………….. 53
4.2 Organization Development………………………………………………………….. 55
4.3 SWOT analysis………………………………………………………………………. 60
4.4 Upside Potential……………………………………………………………………… 61
4.5 Breakthrough – Six Sigma…………………………………………………………… 64
4.6 Development Intents……………………………………………………………….… 66

Chapter 5 Conclusion and Suggestion

5.1 Research Conclusion………………………………………………………………… 67
5.2 Research Suggestion……………………………………………………….………… 72

References……………………………………………………………………………….…. 73
參考文獻 References
中文文獻
1) 劉常勇(2003),創業管理的十二堂課,天下文化書坊。
2) 陳獻義(2002),企業流程管理與改善,SGS Taiwan。
3) 周泰華(1999),行銷研究方法與個案,復文圖書出版社。
4) 黃俊英(2000),行銷管理策略性的觀點,華泰文化事業。
5) 趙必孝(2000),國際化管理人力資源觀點,華泰文化事業。
6) 徐守德(2003),國際財務管理,國立中山大學管理學院。
7) 劉常勇(2004),設計商業營運模式,國立中山大學管理學院。
8) 劉常勇(2004),國際作業管理與策略,國立中山大學管理學院。
9) 楊崑山(2001),檢驗、驗證公司經營管理之探討 -- 以台灣檢驗科技股份有限公司SGS Taiwan為例。
English References
10) Ron Graham, SGS Minerals Review 2003-2004
11) Robert Heller (2002), Manager’s Handbook, Dorling Kindersley
12) Valarie A. Zeithaml & Mary Jo Bitner (2000), Service Marketing – Integrating Customer Focus Across The Firm, McGraw – Hill N.Y.
13) Susan E. Jackson & Randall S. Schuler (2000), Managing Human Resource, South-Western Thomson Learning, Ohio
14) Christopher A. Bartlett, Sumantra Ghoshal & Julian Birkinshaw (1992), Transnational Management, McGraw-Hill
15) Gregory E. Kersten (2002), Negotiations and E-Negotiations – Management, analysis, and support, Kluwer Academic Publishers
16) Richard Koch (1997), The 80/20 Principle – The Secret of Achieving Move the Less 謝綺蓉譯(1998),80/20法則,大塊文化。
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17) SGS 2002-2004, Intertek 2002, 2003 & BV 2002 of Annual Reports, Cheuvreux, UBS, Lombard, Deutsche, Bank Leu, Cazenove, BZ, & Morgan
18) Robert S. Kaplan & David P. Norton (1996) The Balanced Scorecard: Translating Strategy into Action朱道凱譯(1999),平衡計分卡,臉譜出版社。
19) Manuel Castells (1996), The Rise of the Network Society, 網絡社會之崛起,夏鑄九、王志弘譯,唐山出版。
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21) Andrew S. Grove (1996), Only the Paranoid Survive, 10倍速時代,王平原譯,大塊文化。
22) Joan Magretta (2003), What Management Is, 管理是什麼,李田樹譯,天下文化。
23) David M. Neipert (1996), Law of Global Commerce: A Tour, Prentice Hall
24) Michael E. Porter (2001), On Competition, 競爭論,高登第、李明軒譯,天下遠見。
25) Clayton M. Christensen & Michael E. Raynor (2003), The Innovator’s Solution, 創新者的解答,李芳齡、李田樹譯,天下雜誌。
26) Larry Bossidy & Ram Charan (2002), Execution – The Discipline of Getting Things Done, 執行力–沒有執行力、哪有競爭力,李明譯,天下文化。
27) Warren J. Keegan (1984), Global Marketing Management, Prentice-Hall
28) Ishikwa Kaorn (1985), What is Total Quality Control, The Japanese Way, Prentice – Hall Inc. N.J.
29) Seth Godin (2003), Purple Cow, 紫牛,梁曙娟譯,商智文化。
30) Daniel Goleman (1998), EQ II, 工作EQ,李瑞玲等譯,時報出版。
31) Peter F. Drucker (1973), Management: Tasks, Responsibility, Practices, N.Y. Harper & Row
32) D. A. Aaker (1984), Strategic Market Management, John Wiley & Sons.
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