供应链管理和业务流程再造是面对顾客导向集团标准化办公室：[VV986T-J682P28-JP266L8-68PNN]摘要供应链管理和业务流程再造是面对顾客导向、变化迅速、竞争激烈的外部市场环境和各种生产要素高度流动的内部环境时，企业从组织边界外部和内部不同角度寻求提升竞争力的两种管理模式。
这两种模式自20世纪90年代诞生以来，在世界范围内迅速引起了理论界的广为关注，受到了企业界的大力追捧。
然而现阶段理论界和企业界对二者的研究和实践仍然处在一个继续发展的上升阶段，尤其在供应链管理成为业务流程再造的大环境时，传统业务流程本身需要进一步拓展。
本文采取实证分析和规范分析相结合的研究方法，通过对济南光明机器有限公司成功开展业务流程再造的案例分析，对供应链管理环境下业务流程再造的拓展做了系统的研究和分析。
文章包括以下几部分内容：第一章绪论部分，简要介绍了选题背景、选题意义、论文研究价值和研究方法，最后对文章创新之处做出简要介绍。
第二章相关理论辨析部分，介绍了供应链管理和传统业务流程再造理论的基本概念、本质特征及国内外研究成果。
解释了传统业务流程再造和供应链管理之间的紧密联系，着重指出传统业务流程再造的本质及其各维度之间的关系，并在最后指明传统业务流程再造没有突破组织界限，在供应链管理环境下已经阻碍了企业核心竞争力的进一步提高这一事实，继而得出供应链管理环境下业务流程再造也需“再造”的结论，并进一步通过构造“流程—分工导向效率模型”，对业务流程再造可能要涉及的内容、趋势及其程度进行尝试性理论推导。
第三章是案例分析第一部分，详细介绍分析了济南光明机器有限公司进行业务流程再造的背景及其必然必要性，揭示了供应链企业业务流程再造的动因。
第四章是案例分析第二部分，首先指出基于供应链流程再造的原则，并通过对济南光明机器有限公司原有业务流程特征进行深入剖析，在此基础上对流程再造过程进行了详细阐述。
并通过对客户、企业自身与供应商组成整个供应链中的全部业务流程进行重新设计，构造出新的流程模型。
第五章是本文结论部分，概括了供应链管理环境下业务流程再造的本质，并指出本文研究对我国企业开展流程再造的启发性意义。
关键词：供应链，供应链管理，业务流程，业务流程再造AbstractSupply chain management (SCM) and business process reengineering (BPR) are two kinds of management modes to seek to promote the competitiveness from outside and inside of organization border by enterprises, while face to outside market with predominant custom, fast changing, keen competition and various kinds of inside environments with highly mobility of production. Two theories are pursued to pay close attention worldwide from 1990’s. But the research and practice are still in ascending stage of development, especially while SCM becomes the environment. The traditional business process needs to expand further. Combining the BPR case of Jinan Guangming Machine Co., Ltd, this paper discusses just like BPR model under the SCM environment.This paper fetches the real example and analyses the research, through succeeding in launching the case analysis that the business process gives a new lease of life to Jinan Guangming machine Co., Ltd., The paper includes the following several parts content: Chapter one, the part of the introduction, has introduced background of the selected title, selected title meaning, thesis research value and research approach, make the brief introduction to the place of innovation of this paper finally.Chapter two, recommended SCM with the traditional business process basic conception, essential characteristic and domestic and international research results of giving a new lease of life to the theory. Have explained the traditional business process gives a new lease of life to and supplies the close connection between the SCM, point out the essence that the traditional business process gives a new lease of life to emphatically and each link the relation between degree, and point out at the end that the traditional businessprocess has not broken through the organization border, have already hindered the further improvement of enterprise's key competitiveness under SCM environment. So BPR needs to “reengineering” under SCM. And through constructing the " process "Division VS process model ", give a new lease of life to the content, trend, degree that will be involved to the business process possibly and carry on the trying theory to derive.Chapter three, the first part of case analysis, detailed introduction to Jinan Guangming Machine Co., Ltd, carry on the background and inevitable necessity of BPR, and point out the reason that BPR needs to reengineering in the enterprises fact to SCM.Chapter four, the second part of case analysis, point out the business reengineering principle under SCM at first, and through analyzing the original business process of the case deeply, explains in detail the process on this basis. And construct out the new process model after through the business process analysis about the customer, enterprise, the other supplier corporation.Chapter five, this paper conclusion part, generalizes the essence of BPR under SCM environment, and point out the enlightening meaning while enterprises of our country reengineer their process.Key words: Supply chain, SCM, Business process, BPR目录第一章绪论选题背景从世界范围来看，自二十世纪九十年代以来，企业经营面临的外部环境发生了巨大变化：顾客需求上，越来越体现出“多样化、个性化”特征；企业之间的竞争，已经由过去的相对简单、静态、缓和转变到如今的较为复杂、动态和激烈；经济、政治、社会等因素也在以比过去更快的频率在发生变化（马士华 2000）；另外，从企业组织内部来看，内部顾客——人才的需求也越来越多元化，资金、信息等生产要素也都呈现出高度流动性特征。
总之，现时代企业处在以“顾客导向、竞争激烈、变化迅速（Customer、Competition、Change，3C）”为特征的内外部环境之中。
企业发展是其利用各种资源，不断同外部和内部环境做动态博弈的结果。
为了应对来自企业外部不断增长的竞争压力，企业曾借助现代通讯、计算机信息技术成果，采用先进的制造技术和管理方法，如管理信息系统（MIS）、计算机辅助设计（CAD）、精益制造（LP）、准时制生产（JIT）、物料需求计划（MRP）等，使得企业经营模式发生了巨大改变。