我国普通高校后勤业务外包问题研究

华东交通大学硕士学位论文我国普通高校后勤业务外包问题研究姓名：曹淼申请学位级别：硕士专业：劳动经济学指导教师：张安哥20071015AbstractIIRESEARCHONTHEOUTSOURCINGPROBLEMABOUTTHELOGISTICSOFCOLLEGESANDUNIVERSITIESINCHINAABSTRACTThehighereducationhasplayedanimportantroleinthedevelopmentofmarketeconomyinChina.Inordertooccupythemarketandstandoutinfuriouscompetition,collegesanduniversitiesmustconcentratetheirresourcesandenergyontheimprovementofcorecompetitiveness.Nowadays,thescareofuniversitiesisexpanding,whileatthesametimetheinvestmentputinhighereducationisdecreasing.Therefore,outsourcing,asaneffectivemeans,canbeusedforgeneraltasks,especiallyinlogistics,inordertoimprovetheirefficiencyandcorecompetitiveness.First,thisessayputsforwardtherelatedtheoryandthestatequoofresearchonoutsourcing.Second,itintroducessomecharacteristicsaboutlogisticsofcollegesanduniversitiesindevelopedcountries.Third,itdiscussestheachievementssincethereformoflogisticsincollegesanduniversitiesinChina,andthencomparesandcontraststhesituationsoflogisticsofuniversitiesbothinChinaandabroad.Then,theproblemsanddifficultiesfacingChinesecollegesanduniversitiesduringtheadministrationoflogisticswerediscussed.ThisessayfocusesonarepresentativeuniversityinChina,anddoesanempiricalresearchonit.Itanalysestheproblemsandobstaclesintheprocessoflogisticsincollegesanduniversities.Forinstance,there’sroomtoimproveinsuchaspectsastoomanylogisticsdepartments,lowefficiencyofutilization,vaguelydefinedsupervisors,andthehumanresourcemanagement.Atlastinordertoputforwardpossibleandpracticalsolutionstotheaboveproblemsandobstacles,theessaydesignstheconcretestrategies,includingthegoal,theprinciplesandprocessionaboutthelogisticsincollegesanduniversities.Keywords:collegesanduniversities,corecompetitiveness,thelogisticsofcollagesanduniversities,outsourcing__________________________________________________________11.119991121[1]1999200032000200121.21.2.1191231950[2]1952[2]1978[2]1.2.2[3]1.2.33[49][24]1.2.41.3MGX41.4(1)(2)52.120902.1.1outsourcingOutSourceUsing(QuinnandHilmar)19902-162-1Quinn[4]1994LeiHitt[5]1995Willcocksetal[6]1995Johnson[7]1997DayWendler[8]1998RichardL.Dunn[9]1999[10]2000Hill,[11]2001Manhnke[12]2002[13]20022.1.2:(1)(2)(3)(insourcing)(internaloutsourcing)7(externaloutsourcing);(4)[14]2.1.3[15];[16]Rodriguez[17]GilleyRasheedRichardGregory[18](1)(2)()(3)(4)(5)82.1.42.22.2.1[23]2.2.2207019973/492-2/2.2.32.2.4102.2.575%200353.3%15.6%7.5%3.3%2.32.3.12060112.3.219192.3.3(1)12(2)(3)[38]()[39]133.13.23.2.1143.2.2151955416[24]3.2.330%30%50%[25]14075%[26]3.2.4161998103.2.5108350900397[26]123.2.67173.2.73.2.8184.118981911271927341928[27]5(1)1979-1983(2)1984-198819841985(3)1988-1991[28]20%-30%10%-20%(4)1991-199820(5)199919991119991214200019994.24.2.14.2.2(1)[29]214-1Fig.4-1theTypesofCollageHumanResource200044.9%22040%13.9%12.8%5%1405%80(2)22(3)(4)(5)(6)23[30]4.2.3[31]11[32]4.34.3.12419994.3.24.3.34.3.4[33]2827.4%,62.7%18.4%254.3.54.3.6[34]26MGX5.1MGXMGX20017200655.1.1MGX19712001MGXMGX2720017200655.1.2MGX[35]285.1.3MGX205-15-1MGX12412200405029MGX28002000015023244MGX5.1.413505.2305.2.1MGX5-1MGXFig.5-1OutsourcingofMGX(1)MGXMGX1999MGX3134MGX95%(2)MGX325-2MGX:MGX;141073631.9774493,256.5678516,160.00201624210,096.0012619143,532.00464123012661759029450317,799.8447338,668.0045684618110,337.5477100088,230.0075,600.0073,800.00133,273.921821261201811751296686001261053673922006933(3)MGX(4)MGX5.2.2MGX200165.3MGX34(1)MGX1999[36]2003535(2)MGX(3)(4)MGX36[37]MGX5.4(1)[40](2)MGX(3)37(4)38(5)5.55.5.1(1)39(2)(3)2000(4)197820051978-2004400200400600800100012001400160018002000(year)19801986198819901992199419961998200020025-21978-2004Fig.5-2Universities’Generaldevelopmentbetween1978and2004inChina(5)(6)19995.5.2415-35-35.5.3(1)(2)425-45-4436.1[41]6.2446.36-1456-1Fig.6-1theProcessionofOutsourcing6.3.1446●●●●6.3.2476-16.3.36.3.46.3.56-2486-26.3.6496.46.4.1(1)[40](2)(3)(4)506.4.2(1)[42](2)(3)(4)51(5)(6)525354[1][EB/OL].19991114[2]1949-1981[].666,777,805.[3][D]2004[4]QuinnJB.HilmerFG.Strategicoutsourcing[J].SloanManagementReview.1994(2):43-55.[5]lei,D.Hitt,M.Strategicrestructuringandoutsourcing:TheeffectofmergersandacquisitionsandLBOsonbuildingfirmskillsandcapabilities[J],JournalofManagement,1995,21(5):835-859[6]Lacity,M.C.,Willcocks,L.P.andFeeny,D.F.ThevalueofselectiveITsourcing[J].SloanManagementReview,1996,37:13-25.[7]Johnson,J.andSchneider,K.Outsourcingindistribution:thegrowingimportanceoftransportationbrokers[J].BusinessHorrizons1995,38(6),40-49[8]Dierickx,L,&Cool,K.,AssetStockAccumulationandSustainabilityofCompetitiveAdvantage,ManagementScience,[J].1998,Vo1.35,No.12.[9]RichardL.Dunn.Exploringoutsourcing[J].PlanningEngineering,March,1999.[10][J].20001251-53.[11]Hill,C.GlobalBusinessToday[J],McGraw-Hill,2001.[12]MahnkeV.TheProcessofVerticalDis-integration:anEvolutionaryPerspectiveonOutsourcing[J].JournalofManagementandGovernance,20021[13][M].2002.[14]Brickley,Smith&ZinmermanSupplychaincapacityandoutsourcingdecisions:thedynamicinterplayofdemandandsupplyuncertainty,HETransactions,2001.[15][J].1999968-69.[16][J].2002545-49.[17]RodriguezCarlos.Gu