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題名 委外服務生命週期之探討─以資訊科技委外與企業流程委外為例
作者 廖宇
貢獻者 于卓民
廖宇
關鍵詞 委外服務接受者
委外服務供應商
委外服務生命週期
服務等級協定
日期 2004
上傳時間 18-Sep-2009 13:29:04 (UTC+8)
摘要 《哈佛商業評論》(Harvard Business Review)證實委外模式為過去七十五年來，企業最重要的管理概念和經營手法。美國百分之九十的公司至少將一項業務委外。根據國際商業研究組織愛迪西(IDC)的研究報告指出，一九九八年全球企業委外總值為九百九十億美金，到二OO三年，全球企業委外總值將成長至一千五百億美金。

越來越多的企業主管將委外視為重塑企業架構的方式，跳出過往垂直整合的模式，創造出更有彈性、更專注核心業務的企業，憑藉委外來強化核心業務和改善客戶關係。簡單的說，採用委外處理的主要理由，就是使企業能：全心專注在核心作業上、提供更好的服務品質，以及降低成本和風險。

但是，在許多的報告均指出，委外的結果有的時候並不是企業所預期的，例如：委外服務的業務是正在成長中，但委外服務的滿意度卻不然；委外服務供應商有達到服務等級的協定，但卻沒能達成企業主的業務需求；長遠來看，委外服務有可能無法幫企業主節省金錢。

基於上述背景，本研究參考國內、外文獻、及了解管理顧問公司的委外趨勢分析報告，整理出委外服務生命週期的四個階段：

階段一、策略性的委外，定義需求及策略。
階段二、評定與選商，將需求及策略轉換成戰術需要。
階段三、制定合約，戰術需求演進成合約及關係原則。
階段四、委外的管理，合約及關係變成管理流程。

本研究採訪談方式，對四個公司﹝兩個屬於是資訊科技委外服務(ITO)，另外兩個屬於是企業流程委外服務(BPO)﹞及提供委外服務供應商公司分別以委外生命週期中的四個階段為架構進行訪談。經整理分析後，發現在每個階段下還包含有些重要的活動因素，值得深入探討與分析，本研究試圖透過這些訪談結果與文獻的記載找出其間的關係，以確保委外服務的成功。

本研究發現，有效掌握這些階段中的關鍵活動，利用正確的委外策略，透過彈性的組合活動，可以達到企業的業務期望。最後，針對研究結果做出結論和建議，希望提供給企業界作為在採行資訊科技及業務流程委外時的參考，並且明確定義委外服務生命週期的四個階段及其發展關係，以增進委外服務接受者與委外服務供應商在委外服務上合作的成效。
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描述 碩士
國立政治大學
企業管理研究所
91932530
93
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0091932530
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.author (Authors) 廖宇zh_TW
dc.creator (作者) 廖宇zh_TW
dc.date (日期) 2004en_US
dc.date.accessioned 18-Sep-2009 13:29:04 (UTC+8)-
dc.date.available 18-Sep-2009 13:29:04 (UTC+8)-
dc.date.issued (上傳時間) 18-Sep-2009 13:29:04 (UTC+8)-
dc.identifier (Other Identifiers) G0091932530en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/34981-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所zh_TW
dc.description (描述) 91932530zh_TW
dc.description (描述) 93zh_TW
dc.description.abstract (摘要) 《哈佛商業評論》(Harvard Business Review)證實委外模式為過去七十五年來，企業最重要的管理概念和經營手法。美國百分之九十的公司至少將一項業務委外。根據國際商業研究組織愛迪西(IDC)的研究報告指出，一九九八年全球企業委外總值為九百九十億美金，到二OO三年，全球企業委外總值將成長至一千五百億美金。

越來越多的企業主管將委外視為重塑企業架構的方式，跳出過往垂直整合的模式，創造出更有彈性、更專注核心業務的企業，憑藉委外來強化核心業務和改善客戶關係。簡單的說，採用委外處理的主要理由，就是使企業能：全心專注在核心作業上、提供更好的服務品質，以及降低成本和風險。

但是，在許多的報告均指出，委外的結果有的時候並不是企業所預期的，例如：委外服務的業務是正在成長中，但委外服務的滿意度卻不然；委外服務供應商有達到服務等級的協定，但卻沒能達成企業主的業務需求；長遠來看，委外服務有可能無法幫企業主節省金錢。

基於上述背景，本研究參考國內、外文獻、及了解管理顧問公司的委外趨勢分析報告，整理出委外服務生命週期的四個階段：

階段一、策略性的委外，定義需求及策略。
階段二、評定與選商，將需求及策略轉換成戰術需要。
階段三、制定合約，戰術需求演進成合約及關係原則。
階段四、委外的管理，合約及關係變成管理流程。

本研究採訪談方式，對四個公司﹝兩個屬於是資訊科技委外服務(ITO)，另外兩個屬於是企業流程委外服務(BPO)﹞及提供委外服務供應商公司分別以委外生命週期中的四個階段為架構進行訪談。經整理分析後，發現在每個階段下還包含有些重要的活動因素，值得深入探討與分析，本研究試圖透過這些訪談結果與文獻的記載找出其間的關係，以確保委外服務的成功。

本研究發現，有效掌握這些階段中的關鍵活動，利用正確的委外策略，透過彈性的組合活動，可以達到企業的業務期望。最後，針對研究結果做出結論和建議，希望提供給企業界作為在採行資訊科技及業務流程委外時的參考，並且明確定義委外服務生命週期的四個階段及其發展關係，以增進委外服務接受者與委外服務供應商在委外服務上合作的成效。		zh_TW
dc.description.tableofcontents 目 錄
第 一 章、 緒論 9
第一節 研究背景與動機 10
第二節 研究問題與目的 11
第三節 研究的範圍與限制 12
第四節 研究流程與論文結構 13
第 二 章、文獻探討 17
第一節 理論的探討 17
2.1.1 策略性的委外 17
2.1.2 委外的理論基礎 20
第二節 委外服務管理 26
2.2.1 委外的類別 26
2.2.2 委外服務的定義與功能 27
2.2.3 委外的發展趨勢 30
2.2.4 委外的策略及決策因素 31
2.2.5 委外的利益與風險問題 32
2.2.6 委外的關鍵成功因素 34
第三節 資訊業務委外服務管理 34
2.3.1 資訊業務委外的類別 35
2.3.2 資訊業務委外的定義與演進 40
2.3.3 資訊業務委外的發展趨勢 46
2.3.4 資訊業務委外的策略及決策因素 52
2.3.5 資訊業務委外的利益與風險問題 61
2.3.6 資訊業務委外的關鍵成功因素 65
第四節 委外的程序 69
第五節 選擇委外服務供應商的決策考量因素 71
第六節 資訊業務委外合約之擬定及服務等級協定 75
第七節 資訊業務委外的管理活動與績效評估 88
第八節 本章小結 102
第 三 章、研究架構與方法 107
第一節 研究架構 107
第二節 個案研究法與訪談個案 113
第三節 研究對象與訪談綱要 117
第 四 章、個案描述與分析 121
第一節 個案描述 121
4.1.1 E電信公司個案 121
4.1.2 I銀行個案 131
4.1.3 P科技公司個案 141
4.1.4 N銀行個案 151
第二節 個案綜合分析 160
第 五 章、結論與建議 171
第一節 研究結論 171
第二節 管理上的意涵 175
第三節 後續研究建議 178
參考文獻 180



表 目 錄
表2-1 資訊業務委外服務分類 35
表2-2 資訊科技市場的分類 43
表2-3 資訊業務委外的原因 54
表2-4 資訊業務委外的趨勢 58
表2-5 資訊業務委外的優缺點 64
表2-6 政府資訊業務委外的成功因素 67
表 2-7 交易合約 77
表 2-8 資訊系統委外合約基本項目 85
表2-9 建立與維持夥伴關係之實際行動一覽表 96
表2-10 企業績效評估指標 99
表2-11 傳統管制性委外與現代績效性委外之比較 100
表3-1 不同研究策略的相關狀況 115
表 3-2 訪談者名單 118
表3-3 訪談綱要 119
表4-1 E電信公司委外專案人員職掌 124
表4-2 I銀行委外專案人員職掌 135
表4-3 P科技公司委外專案人員職掌 144
表4-4 N銀行委外專案人員職掌 152
表4-5 個案分析比較表 160
表 4-6 委外服務生命週期與不同的委外型式的綜合分析比較 166
表4-7 委外服務執行中產生的問題及本研究建議 167
表5-1 委外服務生命週期重要的活動項目及其相互間的關係 177












圖 目 錄
圖1-1 研究流程示意圖 14
圖2-1 資訊業務委外經營衡量的指標 44
圖2-2 資訊業務委外規模大小關係圖 45
圖2-3 互動與合作程度高低關係圖 46
圖2-4 引爆點：資訊業務委外服務將占未來增加IT服務費用的大部分 47
圖2-5 ITO以及BPO的擴展：2007年全球IT服務市場的主要占有率 48
圖2-6 資訊業務委外服務趨勢及市場轉變 49
圖2-7 IT服務：由客製化到標準化 51
圖2-8 資訊業務委外原因 54
圖2-9 策略方格委外決策因素 56
圖2-10 資訊委外三大決策因素 57
圖 2-11 什麼樣的企業流程要委外 60
圖 2-12 企業流程委外的時機 61
圖 2-13 資訊服務委外決策架構 69
圖2-14 委外活動實際時刻表 75
圖2-15 直線定約法 75
圖2-16 資訊活動帶來的策略性衝擊 93
圖2-17 效率與效果之關係 98
圖2-18 績效評估控制循環 98
圖3-1 資訊業務委外執行步驟 108
圖3-2 委外服務的生命週期 109
圖4-1 E電信公司委外專案組織圖 124
圖4-2 I銀行委外專案組織圖 135
圖4-3 P科技公司委外服務專案團隊組織圖 144
圖4-4 N銀行人力派遣委外服務專案團隊組織圖 152
圖5-1 委外服務生命週期四個階段的關係示意圖 174		zh_TW
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dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0091932530en_US
dc.subject (關鍵詞) 委外服務接受者zh_TW
dc.subject (關鍵詞) 委外服務供應商zh_TW
dc.subject (關鍵詞) 委外服務生命週期zh_TW
dc.subject (關鍵詞) 服務等級協定zh_TW
dc.title (題名) 委外服務生命週期之探討─以資訊科技委外與企業流程委外為例zh_TW
dc.type (資料類型) thesisen
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