| dc.contributor.advisor | 張大為 | zh_TW |
| dc.contributor.advisor | David Chang | en_US |
| dc.contributor.author (Authors) | 陳義秋 | zh_TW |
| dc.contributor.author (Authors) | Chen, Yi-Chiu | en_US |
| dc.creator (作者) | 陳義秋 | zh_TW |
| dc.creator (作者) | Chen, Yi-Chiu | en_US |
| dc.date (日期) | 2024 | en_US |
| dc.date.accessioned | 5-Aug-2024 13:48:08 (UTC+8) | - |
| dc.date.available | 5-Aug-2024 13:48:08 (UTC+8) | - |
| dc.date.issued (上傳時間) | 5-Aug-2024 13:48:08 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G1079330041 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/152758 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理英語碩士學位學程(IMBA) | zh_TW |
| dc.description (描述) | 107933004 | zh_TW |
| dc.description.abstract (摘要) | S公司是一家家族企業，正在由傳統製造商轉型為方案整合商，以適應下一代的繼承需求。在規劃這一繼承轉型的過程中，團隊發現了許多現存問題和可能限制公司發展的瓶頸，但同時也看到了大量的機會和市場潛力。接班人希望能透過其17年的電子行業供應鏈管理經驗，通過與製造合作夥伴合作，將公司S轉型為解決方案整合商。
同時，公司S正在採取多種商業策略以確保其在商業用廚具設備市場中的競爭優勢，通過數位化和ERP系統的應用來提高工作效率，並在研發與和人力資源強化方面進行更多的投資，通過改良後的師徒計劃提升員工的培訓效率與專業能力。S公司不僅追求未來更好的利潤，還力於為員工提供穩定的工作機會、更好的工作與生活平衡，以及在激烈競爭中確保公司的永續經營。
最後且最重要的是，接班者保持謙虛並積極與所有利益相關者溝通，將他們的建議和可能的解決方案納入批判性思考過程，並且願意學習新技能。在快速變化的市場中，團隊的透明的溝通將決定這家公司能否更好地實現其願景和價值。 | zh_TW |
| dc.description.abstract (摘要) | Inheriting and Innovating Process of Stainless-Steel Kitchenware Company S
By Charles Chen
A family-owned company, Company S, is transitioning into a solution provider instead of a manufacturer to fit into the next generation’s succession. While planning the transition for succession, the team figured out many current issues and problems that might have limited the company’s growth but also found plenty of opportunities and potential market momentum. With over 17 years of supply chain management experience in the electronic industry, the successor is trying to use his experience to transform Company S into a solution provider by cooperating with manufacturing partners.
In the meantime, Company S is also applying several business strategies to ensure its competitive advantage in the kitchenware equipment market, improving its efficiency through digitalization and ERP adoption, and investing more in R&D early project engagement and human resources strengthening by mentor program. This transformation is also imperative because Company S is not only focusing on better profits in the future but also trying to keep employees stable job opportunities, better work-and-life balance, and the sustainability of Company S under severe competition.
Last but not least, the successor needs to be humble and proactively communicate with all the stakeholders, taking the suggestions and possible solutions into a critical reasoning process and willing to learn new skills. In the fast-changing market, transparent communication would be decisive in whether this enterprise could keep its vision and value going better. | en_US |
| dc.description.tableofcontents | 1. Research Introduction 1
1.1. Motivation and Background 1
1.2. Research Purpose 1
2. Literature Review and Analysis 2
2.1. Taiwanese Food, Beverage, and Catering Industry 2
2.2. Taiwanese Restaurants and Beverage Shops’ Growth 2
2.3. Taiwanese Catering and Service Market Rebound 4
2.4. Taiwanese Coffee Industry Development and Potential 4
2.5. Government Policies for the Air-pollutions Forced for Upgrading 7
3. Company S’ Current Status and Background 8
3.1. Initiation and Milestones 8
3.2. Mission and Value of Company S 11
3.3. Company Organization and Management 11
3.4. Business Model 13
3.5. SWOT 14
3.5.1. Strength 15
3.5.2. Weakness 15
3.5.3. Opportunities 16
3.5.4. Threats 16
4. Current Issues, Problems and Challenges 17
4.1. Internal Challenges and Issues 17
4.1.1. Problem of Manufacturing 17
4.1.2. Problem of Human Resources Management 19
4.1.3. Problem of Marketing Management 20
4.1.4. Problem of Development Management 22
4.1.5. Problem of Financial Management 22
4.2. Challenges in Succession Process 23
4.3. External Threats and Problems 24
5. Solutions to the Current Problems 26
5.1. Production Management 26
5.1.1. Optimize the Working Environment 26
5.1.2. Production Duplicability and Training Improvement (SOP) 28
5.1.3. Improve Production Schedule Management 29
5.1.4. Contract OEM Partners for Parts/Components/Services 29
5.1.5. Supply Evaluation and Management 30
5.1.6. Partnership with Interior Design Firms 31
5.2. Marketing Management 32
5.2.1. Digitalization Data for Better Cost Management System 32
5.2.2. Automation of Order Fulfillment and Planning 33
5.2.3. Supply Contract with Product Warranty and The Maintenance Plan 35
5.2.4. Online Brand Marketing 35
5.2.5. Project Proposal with AI Rendering Image 37
5.3. Financial Management 37
5.3.1. Digitalization of Accounting Data and Transaction 37
5.3.2. Leveraging Digital Financial Data for Enhanced Decision-Making 38
5.4. Human Resource Management 39
5.4.1. Improve Working Environment and facility 39
5.4.2. Recruitment Preparation – Company Introduction and Training Course 40
5.4.3. Current Employees’ Workflow Change and Training 40
5.4.4. Knowledge Transfer and Succession Planning -Manual Book 41
5.4.5. Mentor Program 41
5.4.6. Substitution System 43
5.4.7. Recruitment for the New Talents to Elevate Company S 43
5.4.8. Organizational Expansion Plan to Fit New Business Model 43
5.5. Research & Development Management 46
5.5.1. Streamline Development Processes 46
5.5.2. Digital Design Tools and Categorize the Data 47
5.5.3. Modular Product Design with Customers 48
5.6. Benchmark the Good Products through the Peers: (Trade Show) 49
5.7. Apply New Technologies – 3D Drawing, Printing and AI 49
5.8. Improve the External Relationships and Market Positioning 50
5.9. Multiple Decision-making Approaches 51
6. Objectives of Transformation 53
6.1. Vision Upgrade and Value Added 53
6.1.1. Elevate to A Higher Level - Gung Ho (共好) 54
6.1.2. Elevate to A Higher Level - Benefit Corporation (B Corp) 55
6.1.3. Sustainable Development Goals 17 58
6.2. Short-term Objectives (1-2 years): 61
6.3. Long-term Objectives (3-5 years): 65
7. Provision and Forecast 68
7.1. Capital Expense Budgets and Plans 68
7.2. Financial Reports Provisions 71
7.3. Key Findings from the Financial Reports 79
7.4. Improvement of Production Efficiency and Supply Chain 81
8. Conclusion 82
8.1. Summary of Key Findings 82
8.2. Future Expansion Potentials and Strategies 83
8.2.1. Product Line Expansion 83
8.2.2. Consulting Service 84
8.2.3. Geographic Expansion: 84
8.2.4. Marketing Strategies 84
8.2.5. Strategic Partnerships and Alliances: 85
8.2.6. Sustainability, B-Corp and ESG Initiatives 85
References 87
Appendix 91
Graphics of the Current Factory Status 91 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G1079330041 | en_US |
| dc.subject (關鍵詞) | 家族企業 | zh_TW |
| dc.subject (關鍵詞) | 傳承 | zh_TW |
| dc.subject (關鍵詞) | 供應鍊管理 | zh_TW |
| dc.subject (關鍵詞) | B型企業 | zh_TW |
| dc.subject (關鍵詞) | 數位化 | zh_TW |
| dc.subject (關鍵詞) | Family business | en_US |
| dc.subject (關鍵詞) | Succession | en_US |
| dc.subject (關鍵詞) | Supply-chain management | en_US |
| dc.subject (關鍵詞) | B corp | en_US |
| dc.subject (關鍵詞) | Digitalization | en_US |
| dc.title (題名) | 不鏽鋼廚房設備S公司的傳承與創新 | zh_TW |
| dc.title (題名) | Inheriting and Innovating Process of Stainless-Steel Kitchenware Company S | en_US |
| dc.type (資料類型) | thesis | en_US |
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