通關資訊服務承包商再委外合作模式評估準則之研究-以T公司為例

Abstract

本論文之探討是以通關網路公司資訊服務承包業務為研究目標。在整個資訊委外關係中（委外顧客、資訊服務承包商、資訊服務分包商），資訊服務承包商扮演著雙重角色，既是資訊委外服務廠商，也是委外顧客。而通關網路公司更兼具通關網路服務平台之角色。所以在委外決策、委外動機、委外類型、委外範圍、委外關係、委外績效評估、以及核心能力等考量因素不同於一般企業。 由於委外的合作過程，關係因素錯綜複雜，委外的成功並非那麼容易掌握，當通關網路公司扮演資訊委外承包商，承接委外顧客的委外項目，而基於委外動機以及核心能力考量，做出委外決策，所以在尋找其他資訊服務分包商協助的情況下，如何尋找適當的資訊服務分包商及適當的合作模式關係著委外業務的績效。本論文就是以此方向和目標，理出符合實務面對「委外分包合作模式」之評估準則，以此作為委外實務策略運用的參考資料來源。 本論文以通關網路服務公司做為研究對象，並分為四個步驟進行研究；1.以文獻探討分析法彙總各模式相關之評估準則；2.深度訪談法：依所得之評估準則訪談國內通關網路服務公司之資訊再委外之決策人員、3. 層級分析法(AHP)：依據訪談內容，整理歸納不同之再委外合作模式下其相對應之評估準則。並且依照訪談後歸納之結論進行AHP分析，獲得各評估準則之對應權重。並比較各合作模式間之準則與權重有何差異；4.實証研究：分析通關網路服務公司已完成上線之再委外專案個案成果，探討本論文所得之各合作模式之評估準則。 本論文的主要結論如下：1.彙整評估準則並透過層級分析法獲得各評估準則之對應權重；2.由實証研究結果得知「專案型委外，系統建置於客戶端，且由個案公司自行維護」之再委外模式，得到最多的顧客滿意度。比較分析各模式可以得知，系統建置於客戶端可以得到較多的顧客滿意度。

This paper is based on the Trading Service Provider Information Services Outsourcing for the study of business objectives. Relationships throughout the IT Outsourcing (outsourcing customer, information services contractor, subcontractor information services), information services provider plays a dual role, both IT outsourcing services provider, the outsourcing customer. The trading service provider of both the network's more the role of web services platform. So in outsourcing decisions, outsourcing motivation, the type of outsourcing, the scope of outsourcing, outsourcing relationship, outsourcing, performance evaluation, and core competencies and other factors not measured in the same general business. As the outsourcing process of cooperation, relations between complex factors, the success of outsourcing is not so easy to master. Play information Services Outsourcing when the Trading Service Provider Trading Service Provider to undertake outsourcing projects. Make outsourcing decisions based on outsourcing motives and the core competencies. Looking at other information services sub-contractors to assist in the case, how to find the appropriate information services sub-contractors and appropriate model of cooperation relationship with the outsourcing business performance. This paper is thus the direction and goals, management practices in line with the face of "sub-outsourcing partnership model" of assessment criteria. As a strategic use of outsourcing practical reference Source. In this study, trading service provider, as the object of study. Divided into four steps of the study: 1. Summary of analysis of the literature relevant to the assessment criteria of each model. 2. we conducted a series of outsourcing of decision-makers interviews. 3. Based on interviews, summarizing different outsourcing cooperation mode corresponds to the assessment criteria. The study is under the Analytic Hierarchy Process (AHP) to find key customer satisfaction factors and to determine weights of the factors in assessment criterias. 4. Analysis of trading service provider, has completed the project on-line case the results of further outsourcing of this paper proceeds of the partnership model of assessment criteria. The main conclusions of this paper is as follows: 1. Meeting the assessment criteria through the entire level of analysis to obtain the assessment criteria of the corresponding weights; 2 by empirical findings that "project-based outsourcing, systems built on the client and the case company self-maintenance "of the outsourcing model further to get the most satisfaction. Comparative analysis of the mode that the system is built on the client can get more satisfaction.