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DKUM
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Title:
REORGANIZACIJA POSLOVNIH PROCESOV V PODJETJU X
Authors:
ID
Banfi, Igor
(Author)
ID
Uršič, Duško
(Mentor)
More about this mentor...
Files:
VS_Banfi_Igor_2012.pdf
(521,13 KB)
MD5: A4EB054EE7A7E68563E4C7DB9488A3D0
PID:
20.500.12556/dkum/2343d5ea-c4a7-4ba2-8817-29ab3f95547c
Language:
Slovenian
Work type:
Undergraduate thesis
Typology:
2.11 - Undergraduate Thesis
Organization:
EPF - Faculty of Business and Economics
Abstract:
V podjetju x smo pristopili k celostnemu obravnavanju problema v želji, da prilagodimo podjetje novim zahtevam na trgu. To bi želeli storiti tako, da ne izčrpavamo zgolj dobavitelje, ampak jih obravnavamo kot partnerje. Dobavitelji so ogledalo podjetja (Kobayashi). Enako velja za kupce, da bodo v nas skozi blagovno znamko videli zanesljivega in stabilnega dolgoročnega partnerja. Ob tem seveda ne smemo pozabiti na zaposlene, kajti le ti ustvarjajo podjetje. Pomembni pri podjetju so njegova vizija, strategija ter namen, zakaj sploh in pod kakšnimi pogoji POSLOVATI. Zato sem se v diplomskem delu osredotočil na celostno rešitev s poudarkom na nabavi, ustrezno obravnavo prodaje ter potrebnimi tehničnimi rešitvami za zagotovitev delovanja celotnega sistema. Preko spletnega portala smo povezali dobavitelje, kupce, skladišče (zalogo), neodvisni inspekcijski servis, logistični center na Kitajskem in podjetju X in nenazadnje tudi agentsko mrežo. Vse skupaj smo povezali v en sam sistem, do katerega dostopajo vsi uporabniki, vsak na svojem nivoju preko interneta. Medsebojna interakcija poteka v realnem času. Projekt je bil delno izpeljan kljub temu, da ga država z razpisom na P4 ni odobrila in ni prispevala nič. Zaradi obsežnosti projekta, ne zgolj finančno, ampak predvsem sistemsko, je projekt še vedno v fazi dodatne izgradnje, kljub temu, da je osnovni del bil implementiran že v oktobru 2006 in leta 2009 bil nagrajen kot naj e-podjetje. Tako so nam, če ne denarno, pa vsaj moralno priznali, da je projekt uspešen pa čeprav brez udeležbe denarja iz razpisa P4. Nedvoumno pa bi bil projekt ob pomoči države že v celoti izpeljan.
Keywords:
Reorganizacija
,
poslovni procesi
,
podjetniška praksa
Place of publishing:
Murska Sobota
Publisher:
[I. Banfi]
Year of publishing:
2012
PID:
20.500.12556/DKUM-38616
UDC:
005.5
COBISS.SI-ID:
11194396
NUK URN:
URN:SI:UM:DK:OZESIAKU
Publication date in DKUM:
15.11.2012
Views:
1196
Downloads:
202
Metadata:
Categories:
EPF
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Vancouver
:
BANFI, Igor, 2012,
REORGANIZACIJA POSLOVNIH PROCESOV V PODJETJU X
[online]. Bachelor’s thesis. Murska Sobota : I. Banfi. [Accessed 7 April 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=38616
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Secondary language
Language:
English
Title:
REORGANISATION DESIGN OF BUSINESS PROCESS IN COMPANY X
Abstract:
Company x has decided for an overall problem treatment wishing to adjust the company according to the forthcoming market demands. To achieve just that we won't merely benefit from our suppliers but treat them as partners. As suppliers reflect the company. (Iwao Kobayashi). The same goes for customers – to make them see us as a reliable, stabile and a long-term partner through our brand name. What mustn't be forgotten are the employees for they create a company. What makes a successful company is its vision, strategy, the purpose why and what conditions are the most convenient to transact business. My thesis was therefore about the overall solution, stressing the purchasing, accurate treatment of sale and the necessary technical solutions to maintain the functioning of the entire system. What we have done/will do in the future, is connect suppliers, customers, stock, an independent inspection service, logistic centre in China, employees at company X and the agent network via Internet. All together was organised as a system which is available to all users, each user according to their own level via Internet. The mutual interaction is based on real-time computing system. The project was partially carried out despite not being approved by the state and consequently with no financial contribution. Due to the extensive scope of the project, considering not only the financial but most of all the systemic aspect, it is still not entirely completed despite its fundamental particle being implemented in October 2006 and rewarded as the most successful e-company in 2009. Therefore, the success of the project was at least acknowledged morally if not financially. It would undoubtedly be carried out completely with the help of the state.
Keywords:
Reorganization
,
business processes
,
business practices
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