應用服務藍圖於服務流程管理－以B2B路線貨運業為例

A Study on the Process Management of B2B Business of Parcel Delivery Industry by Applying Service Blueprint

任維廉(William Jen)；呂堂榮(Tim Lu)；林佛諭(Fo-Yu Lin)；蔣子萱(Tzu-Hsuan Chiang)

服務藍圖 ； 路線貨運業 ； 服務差異 ； service blueprint ； service-oriented ； B2B parcel delivery industry

品質學報

15卷5期（2008 / 10 / 01）

337 - 353

繁體中文

企業爲有更高的競爭力，紛紛將作業流程複雜的貨運工作外包給專業的B2B路線貨運業者，但相對的也要求貨運業者能提供更具整合性與多樣性的服務，故貨運業者由原本單純運輸傳遞的角色轉為以服務爲重的角色，更增加管理貨運服務流程的繁複性。因此，本研究應用服務藍圖法，先分析B2B路線貨運業的作業流程，並繪製一個能完整、詳盡描述貨運服務的巨觀藍圖，藉由連結各項流程以協助管理者對整體服務流程有更全面的瞭解，並能準確地執行服務的改善與重建。此外，本研究進一步繪製兩家貨運業者（A公司與B公司）的微觀藍圖，並比較兩家業者在藍圖上的不同，藉此推估顧客所知覺服務項目的差異。最後，進行顧客問卷調查，分析結果可提供B2B貨運業者營運管理的建議。

To achieve higher competitiveness, companies has been outsourced their logistics to the B2B freight carriers. At the mean time, these companies require the carriers to offer diversified and customized services. Hence, carriers' role has been transformed from simply deliver goods to simultaneously emphasize on service quality. This study applies the ”service blueprint” method to draw a macro blueprint which include the whole B2B parcel delivery process and analyze it. By connecting the processes, this study not only facilitates the manager to gain comprehensive understanding of the whole service procedures but also assists them to enhance the service quality. Furthermore, this study draws two competing carriers' (randomly named Company A and Company B) micro service blueprint and compares the service differences from the blueprints. Once the process differences of these two companies are identified, hypotheses are made to predict customer satisfaction on each dimension. Customers of the above mentioned companies were surveyed to verify the hypothesis. Lastly, conclusions and managerial applications are provided.

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