在過去爆炸成長的年代，許多公司基本上是沒有成本觀念的，只要產品能夠順利的完成，並且儘量改善，即可以賺到更多錢的成本觀念是唯一的成本觀念。但是新的競爭對手不斷出現，環境的要求改變，客戶成本持續降低，員工薪資成本不斷提升，都在在說明了不能夠再依照過去沒有成本觀念的想法進行管理。 ABC(Activity Based Costing)成本分析的模式是相當明確的，但是實際上因為成本和時間的考量，實際運用的狀況卻又相當少，本研究在ABC成本分析的架構上做更簡化、更適合台灣加工服務產業的變化，以求能夠幫助台灣加工服務產業更容易導入新的成本概念和計算模式，甚至在未來更能夠運用數據做更進一步的管理。 / In the last 20 years in Taiwan, Milling and Grinding Industry has nearly no concept about cost calculating, since at those years, these industries are in seller’s market condition. They don’t really need to know the actual cost because of the high profits. Yet, things are changing now, more competitors, more salary cost, and stronger cost-down request from the clients. Hence, these industries are facing an even challenging condition. They will need a simple, low-cost, and effective cost calculating system. Activity-based costing system is proved effective in the past, yet not simple enough and quite expensive. This research works on how to simplify ABC system to make sure it’s good enough for milling and grinding industries. And expect these industries would be able to use Activity-based costing system in practice in the future, even more, to do actual data administration.

企業的使命係營利，而隨著全球性的激烈競爭及資訊科技的發展，企業發現，必須能辨識目標客戶、計算顧客價值，並將有限的資源投注於目標顧客上，透過與顧客直接溝通並提供客製化的產品，才能真正提升企業獲利。 多數學術及實務研究均指出，對大多數企業而言，顧客利潤非常集中。基於收入來源、成本發生種類不同、通路選擇與所提供顧客服務層級及顧客使用資源之差異，均造成單位收入對於企業的利潤貢獻不同，進而導致顧客間利潤差異甚大。惟觀諸上述顧客利潤之影響因素，主要包括企業內部之作業及流程與企業外部之顧客屬性兩大構面，故首要之急，應先辨識顧客利潤之主要影響因素為何，藉以掌握進而發揮管理意涵。惟基於資料可取得性及資訊科技發展之限制，雖然學術及實務界對於顧客利潤影響因素之看法很多，但實證性文獻相對稀少，且多半係透過問卷方式為之。本研究透過個與案公司之合作，預期係國內外少數針對此等議題，採取實地實證（Field Empirical）之研究方式，並以複迴歸分析驗證假說之研究。 就作業及流程之複雜性而言，作業之執行次數較多或標準作業時間較長時，所消耗之資源成本較高，進而降低顧客利潤。此形成本研究之研究問題一，即在探討作業及流程之複雜性對顧客利潤之影響。 此外，就顧客屬性而言，包括：消費之產品售價、購買頻率、購買種類及購買數量均會影響顧客利潤，故深入探討顧客屬性之交易均額、產品種類及產品交叉銷售數等變數對顧客利潤之影響，此即為本研究欲探討的研究問題二。 本研究採取實地實證之研究方式，透過文獻論述、訪談結論及實地觀察，形成四個主要研究假說： 1.作業及流程之複雜性會影響顧客利潤 當作業之執行次數或標準作業時間越長，表示作業及流程越複雜，顧客利潤越低。 2.交易均額會影響顧客利潤 當顧客每日交易均額越高，預期顧客利潤越高。 3.產品數量會影響顧客利潤 當顧客選購產品數量越多，預期顧客利潤越高。 4.產品交叉銷售數會影響顧客利潤 當顧客選購產品種類增加時，預期顧客利潤越高。 本研究採取實地實證（Field Empirical）之研究方式，俾為取得深入瞭解，筆者自2000年6月至2001年5月，每週花費2至3天的時間，利用實地觀察，閱讀個案公司的文書資料、電子資料檔，透過與相關人員之訪談方式，實地進行對個案公司所屬產業、作業流程、顧客特質及產品種類進行深入瞭解。接著以2000年5月至12月法人授信戶之相關資訊，採取橫斷面迴歸分析方式進行研究。 迴歸分析結果顯示：在作業及流程之複雜性構面，支持作業及流程之複雜性對顧客利潤負相關，並進一步指出授後信管、案件維護及自動化服務係主要產生利潤之作業項目。而在顧客屬性構面，則指出交易均額及產品數量均與顧客利潤正相關，但產品交叉銷售數則與顧客利潤負相關。 分析本研究之隱含意義在於： 1.複雜性較高且會降低顧客利潤之作業項目，可藉由降低作業執行次數或縮短作業所需時間，以提高經營績效；而針對主要產生利潤之作業項目，則應透過積極的行銷策略，達成獲利成長之目標。 2.顧客交易均額與產品數量均與顧客利潤正相關，故可以採取建議顧客維持高交易均額及產品數量之策略，以提高獲利；而產品交叉銷售數，則指出既有顧客仍有潛在開發空間，值得進一步分析。

本研究主要以個案公司為例，評析該公司在經營管理策略制定、營業預算編製、投資分析、經營流程再造、作業基礎成本制度及標竿學習等方面的各項作為，並說明其效益，以提供企業建立健全財務管理制度的參考。

非營利組織(Nonprofit Organizations，簡稱NPO)近年來在國內外蓬勃發展，在某些重要議題，儼然成為社會良心與進步的另一主要推動力。由於大部分的NPO無所謂的財務利潤底線與市場機制，以及缺乏有效的管理辦法，其經營管理很容易出現無效率的狀況，加上大環境急劇變化所帶來的挑戰，是以NPO比營利事業更需要好的管理制度(Drucker，1990)。 『平衡計分卡』(The Balanced Scorecard，簡稱BSC)是一在歐美企業、政府部門、NPO應用多年，且已有許多成功案例的整合性策略管理系統與績效評量工具，其功能足以協助組織整合資源，聚焦策略，以及落實策略，具體改善組織的績效表現。本研究以國內的陽光社會福利基金會為研究對象，設計一含括策略形成、策略規劃到策略執行的BSC應用架構及模式。以下為本研究的發現﹕ 一、在策略形成方面﹕NPO從使命出發，結合BSC SWOT與波特等的策略理論，可協助組織從最重要的四個管理構面上，找出發展的最佳策略。這些策略內容涵蓋最重要的利益關係人，以及營運成功必需考量的完整構面，並具有明確的策略假設與立論邏輯，有助策略的澄清、檢討、改進。 二、在執行策略的規劃方面﹕BSC提供一個完整的策略執行架構，整個架構涵蓋落實策略所有必備的策略元件與管理構面，並以因果邏輯關係互相連結，容易驗證、檢討、與作策略改進，可延伸至員工日常的作業活動，故具有高度的完整性、平衡性、和可行性。大幅度增加NPO策略執行成功的機會。 三、在BSC的應用方面﹕BSC與『作業基礎成本系統』(簡稱ABC)在策略的執行上有互補的功能，BSC提供大的策略與流程架構，ABC則提供正確即時的基礎作業資訊，作為驗證成效以及決策改善的依據。兩者的結合運用，可促成陽光『營運績效』之提升與『資源』之有效運用。 本研究嘗試為非營利部門設計一套BSC的應用模式，希望協助NPO將崇高的理想經由BSC落實，彌補NPO長期以來執行經營較弱的一環。 關鍵詞﹕非營利組織、平衡計分卡、營運績效、作業基礎成本系統 / Nonprofit Organizations, abbreviated as NPO, have been developed vigorously throughout the world in recent years. On such issues as Environmental Protection, Aid to Minority Groups, Education & Culture, Health Caring, and Spiritual Purification, NPO no doubt has become one of the most important driving forces to promote social conscience and the society progressing. Most of the NPO neither have the so-called bottom line on financial profits nor have the market mechanism, plus the lack of proper managerial tools, which easily leads an inefficient result. NPO, like many for-profit organizations are facing many severe challenges from the rapid changes in environment. As Dr. Peter Drucker concluded, it is even more necessary for NPO to have a better managerial system than Profit Organization has (Drucker, 1990). The Balanced Scorecard (abbreviated as BSC) has been implemented into big conglomerates, public sectors, and NPO in Europe and USA for many years, and proved to be a powerful integrating tool for strategic management and performance measurement system through many successful cases. BSC could help the organizations to focus the resources on strategy and execute the strategy properly to enhance the performance of the organizations. This research will design a BSC implementing model for a mid-size NPO, Taiwan Sunshine Welfare Foundation. The model will include strategy formation, planning, and executing. The findings from this research are as follows: 1. The strategic formation: Based on mission, the BSC SWOT and the strategic theories could be great tools for NPO to find out the best and workable strategies in the most important perspectives. These strategies will cover all the important stakeholders and a complete framework that is essential to success. Precise assumptions and logical argumentations characterize the nature of this strategy formation, which could support the clarification and review of strategies as well as the strategic learning. 2. The planning of strategies execution: The framework provided by BSC covers all the necessary elements and managing perspectives required for the successful execution of strategies. These strategic elements are connected each other with logical and cause-and effect relations, so they are easy to be verified, examined, and improved. Having been transferred to the daily activities of the employees, the strategies have great workability as well. 3. The application of BSC: Function-wise, the BSC complements with Activity-Based Costing, abbreviated as ABC, on the execution of strategies. While BSC establishes major execution framework, ABC provides accurate and in-time fundamental information from operation to verify the results of the strategies and improve the decision-making. The integration of these two tools could enhance Sunshine’s operational performance and the outcome of resources. This research has attempted to design an application model for NPO to implement BSC, and expects to assist NPO in transferring the great ideas to a real success and compensate the long-existed weakness in NPO operation. Key words: Nonprofit Organizations, Balanced Scorecard, operational performance, Activity-Based Costing

生技產業乃二十一世紀的十大重要產業之第一位，而台灣雄厚電子產業的發展根基，非常適合發展生物科技領域中之醫療器材產業，而電子醫療器材產品與一般電子產品最大的不同處，在於產品開發期較長，尤其在驗證與確效上的作業最為繁複，往往臨床驗證所花費的資源比實際開發設計工作更多，除少數家用電子醫療器材產品外，皆具少量多樣之產品特性，以台灣在電子產業研發技術的實力，加上業界快速應變能力，公、私部門若能投入更多資源，則產業榮景可期。 基於產業特性之不同，歷年來有許多有關作業基礎成本制產業別適用性之研究，但卻少有對醫療器材產業之適用有深入的研究。因此本研究將經由個案實例，建構與導入作業基礎成本制度，確認作業基礎成本制度是否適用於醫療器材產業，並探討醫療器材產業研發部門導入作業基礎成本制度時之相關事項。 本研究擬以國內某一上市櫃之醫療電子廠商為研究對象，以個案研究之方式，探討以下主題: 1. 作業基礎成本制度是否適用於醫療器材產業。 2. 為個案公司研發管理流程建構作業基礎成本制度。 3. 經由建構與導入作業基礎成本制度嘗試分析找出最佳動因之方法與相關應注意事項。 4. 經由建構與導入作業基礎成本制度分析動因選定與資料收集效率之間的平衡取捨。 / Biotechnology is at the apex of the top-ten industries list of the 21st century. The profound foundation of electronics in Taiwan is suitable for the development of medical equipment industry in the field of biotechnology. Long product development time is the trait that separates electronic medical products from electronics (consumer, IT ,etc) , especially, the complicated and lengthy validation and certification process. The process of clinical testing consumes more resources in comparison to actual product development and design. Except for homecare device, medical equipment is small in volume and big in diversity. In addition to R&D capability and quick response to market, Taiwan’s electronics industry will be able to achieve more if additional resources are invested. Each industry is unique in its own way. There are many studies furnished on activity-based costing system of various industries ,but they are lacking for medical equipment industry. It is the attempt of this research to construct and introduce activity-based costing system with a case study in order to confirm whether the activity-based costing system is applicable for medical equipment industry and what the influences of activity-based costing system on medical equipment industry. 1. Whether the activity-based costing system is applicable for medical equipment industry or not? 2. Construct an activity-based costing system for R&D management procedure of the subject in this research. 3. Try to analyze and seek for the best driver by constructing and introducing an activity-based costing system. 4. Try to analyze the balance between driver selection and data collection efficiency by constructing and introducing an activity-based costing system.

電信業務的營運成本分析，首重各項業務耗用資源的合理分攤，而傳統的財務會計制度，並無法滿足此項需求，因此本文擬採用「作業基礎成本制度 (ABC, Activity Based Costing)」，來作為各項成本分攤的基礎。而有鑑於電信事業規模龐大而複雜，常造成營運流程分析的困難，本文擬採用IDEFO圖形作為分析的工具。IDEFO目前已成為美國聯邦標準FIPS 183 (Federal Information Processing Standards Publications 183)，其最大的優點是適合用來描述龐大而複雜的系統，又因為IDEFO的圖形呈現皆以作業為中心，有助於我們結構化地描述以作業為中心的活動。 本文嘗試利用作業基礎成本制度與IDEFO功能模式(Function Modeling)去分析GSM行動電話業者的營運成本。綜合相關的研究結果，發現本文所提出的營運成本分析架構，確實能提供行動電話業者一套連貫而完整的分析架構，以分析實例來說，電信業者可藉由本架構分析出整個作業的成本，並能將這些成本追蹤到相關的費用會計科目，使得分析出的數據能更具成本攸關性，對於所分析出的每通平均發話成本而言，也比傳統財務會計的計算方式更加合理。

過去，ABC著重於個別企業內資源之分配，隨著供應鏈及跨組織資訊流程受到重視，ABC的觀念將隨之延伸應用於跨組織作業中，如整體物流過程的成本計算、支援定價與產品組合等決策，並可幫助各物流公司之協調。 　　本研究以資訊管理的概念，研究跨組織國際物流ABC管理制度系統的規劃與設計，並以國際物流個案說明，對個案公司進行訪談，分析作業流程，並依據系統分析方法與步驟，建立企業模型並加以分析與設計，建立國際物流之作業基礎成本制資料模型架構。希望經由國際物流個案的研究來探討作業基礎成本制如何運用資訊系統的幫助，取得優勢。 　　目前第四方物流正在萌芽發展階段，且大多數的業者對第四方物流還不是非常清楚，但隨著物流服務需更深層次、更全面的提高服務品質，第四方物流將是未來發展的潮流，若再由各公司單打獨鬥，將不符合未來潮流。而跨組織的作業基礎成本制將提供跨組織相關成本與作業活動資訊，以期能掌握跨組織成本與作業資訊，取得跨組織之競爭優勢。

作業基礎成本制度（Activity-Based Costing, ABC）為現行管理會計制度中，為較多企業所採用之制度，吳安妮教授在經過多年理論與實務之研究後，將ABC制度IT系統商品化，並與許多不同的制度整合為一體，命名為「作業價值管理系統（Activitiy Value Management System,AVMS）」，藉由作業價值管理能提供管理階層正確、即時、攸關之資訊，並協助其做出較適當之管理決策。 　　大數據（Big Data）被許多產業所使用，藉由歷史資料與未來預測，開創了新市場與新商業模式，而大數據也結合了許多制度，例如工業4.0、物聯網等，但卻沒有與管理會計相結合之研究，本研究藉由作業價值管理與產能管理之結合進行大數據之分析，初步的將管理會計與大數據結合，並同時協助個案公司發現有關產能管理之問題，並改善之。 　　本研究使用個案研究法，個案公司為一民防工程與地下空間設計之公司，藉由該個案公司所處產業之產業資料、未來趨勢、競爭者資料、作業價值管理資料等，分析找出個案公司之產能管理問題，並協助個案公司解決所發現之問題以提升管理之效率。 / Activity-Based Costing (ABC) is a well-known management accounting method and used by many companies. After professor An Wu’s 30-years research, she put Activity-Based Costing into IT system and named it Activity Value Management System (AVMS). This system provides correct and immediate information for company’s manager which can help them making a good decision. 　　Big data Analysis is used by many industry for creating new markets and new business models. Big Data Analysis combined with many systems such as Industry 4.0 and Internet of Things (IOT), but there aren’t any integration with management accounting. In this thesis we will Integrate Activity Value Management and Capacity Management with Big Data Analysis. By doing so, this can help the company reviving and solving the problem of Capacity Management. 　　The thesis is a case study with a China Basement designing company. Using the industry information, future trends, Competitor information and AVM data we can not only figure out the problem of Capacity Management that the company is facing but also help the company solving them.

隨著相關管理技術之發展，準確衡量個別顧客所帶來的利潤已非難事，除此之外，亦有越來越多學者發現大多數企業之利潤其實集中於少部分客戶身上，符合80/20法則，因此本研究乃以一個案銀行內部之授信顧客資料為研究樣本，結合公司內外部相關資訊，探討影響顧客授信利潤高低之因素為何，以幫助企業有效配置行銷資源，作為企業實行客戶關係管理之參考。 在研究變數方面，本研究先針對全部樣本探討顧客交易習性、本身屬性(如年數、規模、獲利能力、成長趨勢、創新程度)、銷售人員特質等對顧客利潤之影響，嗣後再將顧客依行業別與往來期間作一區隔，探討不同行業別與往來期間之顧客利潤影響因素是否相同。 本研究研究結果顯示，顧客交叉銷售數、年數、獲利能力、成長趨勢、創新程度等皆會對顧客利潤產生影響。在短期內，僅交叉銷售會對顧客造成影響，然在中長期，除了交叉銷售數外，顧客之年數、獲利能力、成長趨勢、創新程度等皆會對顧客利潤產生影響，由此可知，在短期內，個案公司所採行之交叉銷售策略係增進顧客利潤最有效之方式，然就中長期而言，仍須考量顧客本身的屬性(如年數、規模、獲利能力、成長趨勢、創新程度)與本身銷售人員之特質，因此，就長期而言，選擇正確之顧客與培育適當的銷售人員亦為增加顧客利潤之關鍵因素。然在行業別方面，非高科技業顧客之模式並不顯著，顯示非高科技業顧客利潤影響因素可能仍受其他因素影響，值得後續研究進一步探討。 / With the development of related management technology, it’s easier for business to measure the customer profitability now. In addition, there’re more and more researchers indicate that in most company the profitability are concentrated on a few customers, which is according to the 80/20 rule. Accordingly, this research combines internal and external information from one bank in Taiwan to analyze the factors that affect the loan customer profitability in that bank. The purpose of this research is try to help business allocate marketing resources effectively, and try to provide for business as a reference to implement CRM. In the respect of variables, at first this research tries to analyze the affection of customer trading style, customer attributes, sales person attributes to customer profitability, after that this research will try to analyze whether the affection factors are the same or not when customers are in different industry and have different transaction period. Finally, this research has found that customer cross-selling number, year, profitability ability, growth rate, innovation degree and sales person have affection on customer profitability. In short-term period, only customer cross-selling number will affect the customer profitability, and in long-term period, in addition to customer cross-selling number, other variables like customer year, profitability ability, growth rate, innovation degree and sales person will also affect customer profitability. It indicates that in short-term period, the cross-selling strategy adopt by the research company is the best most effective way to increase customer profitability. But in long-term, selecting the right customer and training adequate sales employers are also very important factors to increase customer profitability. When taking industry into consideration, this research has found that the variables mentioned above also have affection on the customer profitability in high technology industry, but in non-high technology industry, the statistic model is not significant and could be discuss by further researches.

台灣的高科技研發設計產業長期以來一直享有較高的競爭優勢以及令人稱羨的利潤，但近幾年來，在面對全球性競爭與快速變遷的環境下，原先具有的高品質及低開發成本的優勢有逐漸喪失的情形。而企業為了維持原有的競爭優勢，除了加緊腳步在研發技術的創新、提供服務的效率以及營運成本的控制上找出最好的方法及策略外，而如何計算產品成本，如何有效訂價，更為企業迎戰此一競局的重要考量。 由於傳統的成本制度無法滿足快速變遷的製造環境，高科技研發設計產業亟需新的方法以適時的提供相關成本資訊，做為決策之用。而作業基礎成本制度(Activity-Based Costing System, ABC)經過學術界的大力推廣及實務上不斷的經驗累積，大多認為此一制度不僅可以減少成本扭曲，更重要的是可以協助管理者進行較佳的成本控制，增加企業營運的效率，以及進一步可以輔助產品的訂價及競爭策略。 因此，本研究係以國內某高科技軟/硬體研發設計公司為研究對象，透過個案研究及作業基礎成本法之探討，分析高科技研發設計公司成本組成及影響成本活動的因素，並建立其關聯，藉此提出一套可供研發設計公司參考之成本分析架構與模式，並進而協助相關企業在產品研發及訂價方面做出最好之決策。 / The R&D design industry of Taiwan have enjoyed high competition advantages & high profit margin for a long time. But in recent year, under global competition & environment of rapid change, those advantages have lost gradually. In order to maintain the original competition advantages, enterprises need to step up the step to find out the best method and tactics in R&D innovation, service providing of high efficiency and control of operating cost. Besides, It is also the important consideration for those companies to think about how to calculate the product cost and set up the pricing strategy. Because the traditional cost system cannot satisfy the diversified manufacturing environment, R&D design industry tremendously need a new cost method which provides decision-makers with up-to-date, complete, and reliable cost information. Activity-Based Costing System (ABC) has been approved by academic study & implemented by a lot of company. Mostly think that this system cannot merely reduce the cost to distort, the more important thing is that can help top managers to control better cost, increase the operating efficiency, and program the better pricing strategy. This paper studies how a software/hardware design company by adopting the activity-based costing (ABC) system traces and analyze all of the cost elements associated with research & development activities. The main purpose of this study is trying to use ABC costing system to build a cost model for future application in the R&D design industry and hope this study can help relevant enterprises to make the best decision in the product development and establish the competitive pricing strategy.