後ECFA海關推動關務服務創新策略之研究
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2012
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我國自1995年1月開始推動「發展臺灣成為亞太營運中心計劃」，2002年推動「全球運籌發展計劃」，2002年7月推動「挑戰2008國家發展重點計劃：企業營運總部」，2005年1月推動「自由貿易港區」，皆是針對全球運籌管理的課題進行策略規劃。2010年6月29日臺灣與中國大陸簽署「兩岸經濟合作架構協議」（ECFA）是兩岸經貿關係發展的一種重要里程碑，不僅建立了兩岸經貿合作制度化的架構，更使亞太區域的經濟整合邁出了一大步，意義重大，這一發展將對臺灣產業的轉型與布局產生深遠的影響。本研究旨在探討海關推動關務服務創新之策略發展，提出六項維持服務創新優勢的因應策略，作為分析服務創新優先順序之依據。
本研究為擬定出海關推動關務服務創新之策略，分兩階段進行。第一階段針對「海關推動關務服務創新」環境層面進行分析，考量「內部優勢」、「內部劣勢」、「外部機會」、「外部威脅」等四項要因之影響因素，經由專家之判斷後，再找出影響「海關推動關務服務創新」策略擬定之關鍵因素。第二階段是根據第一階段所找出之關鍵因素以ATOWS進行SO策略、ST策略、WO策略、WT策略評分，然後利用量化策略規劃矩陣（QSPM）進行策略評估。由研究中發現在六項所擬定之策略中依序排列，以「建構關務專業能力，研究推動WCO SAFE架構」策略最為重要。
透過本研究之海關推動關務服務創新策略分析，可提供更便捷、更優質的服務措施，以作為海關決策當局調整組織再造工作重點及提昇民眾滿意度之參考。
Taiwan has promoted a series of plans targeting on the subject of global logistics management such as the “Developing Taiwan into the Asian-Pacific Regional Operations Center Plan” in January 1995, the “Global Logistics Development Plan” in 2002, the “Challenging 2008 National Development Plan: Corporate Operational Headquarters” in July 2002, and the “Free Trade Zone” in January 2005. The signing of the “Economic Cooperation Framework Agreement, ECFA” between Taiwan and Mainland China on June 29, 2010 is an important milestone for the development of cross-strait economic and trade relations between both sides. It signifies not only the establishment of institutionalized framework of cross-strait economic and trade cooperation, but a giant leap for the economic integration of Asia-Pacific region. In the meantime, this development will substantially influence the re-engineering and layout of the industries in Taiwan. This study explores the strategic development of Taiwan customs’ innovation of its service. A total of six strategies for maintaining advantages of service innovation are provided as the basis for the analysis of the priority of service innovation. This study is progressed in two stages for the purpose of drafting the strategies for Customs to promote service innovation. In the first stage, the research focused on the analysis of environment perspective of “Customs’ promotion on service innovation” and took the “internal strength”, “internal inferiorities”, “external opportunities” and “external threats” into consideration. The key factors impacting the drafting of “Customs’ promotion on service innovation” strategy are figured out based on the judgements from experts. In the second stage, the key factors identified in the first stage are graded by using ATOWS to perform SO strategy, ST strategy, WO strategy, WT score strategy. A quantitative strategic planning matrix (QSPM) is then used for assessing strategies. This study found that “To construct customs professions and promote the WCO SAFE framework” is the most important one from the six proposed strategies. This study on the strategy analysis of “customs’ promotion on service innovation” will provide solutions for more facilitated and quality service and references for the Customs authority to adjust the key points in organization reform and innovation and to enhance public satisfaction.
Taiwan has promoted a series of plans targeting on the subject of global logistics management such as the “Developing Taiwan into the Asian-Pacific Regional Operations Center Plan” in January 1995, the “Global Logistics Development Plan” in 2002, the “Challenging 2008 National Development Plan: Corporate Operational Headquarters” in July 2002, and the “Free Trade Zone” in January 2005. The signing of the “Economic Cooperation Framework Agreement, ECFA” between Taiwan and Mainland China on June 29, 2010 is an important milestone for the development of cross-strait economic and trade relations between both sides. It signifies not only the establishment of institutionalized framework of cross-strait economic and trade cooperation, but a giant leap for the economic integration of Asia-Pacific region. In the meantime, this development will substantially influence the re-engineering and layout of the industries in Taiwan. This study explores the strategic development of Taiwan customs’ innovation of its service. A total of six strategies for maintaining advantages of service innovation are provided as the basis for the analysis of the priority of service innovation. This study is progressed in two stages for the purpose of drafting the strategies for Customs to promote service innovation. In the first stage, the research focused on the analysis of environment perspective of “Customs’ promotion on service innovation” and took the “internal strength”, “internal inferiorities”, “external opportunities” and “external threats” into consideration. The key factors impacting the drafting of “Customs’ promotion on service innovation” strategy are figured out based on the judgements from experts. In the second stage, the key factors identified in the first stage are graded by using ATOWS to perform SO strategy, ST strategy, WO strategy, WT score strategy. A quantitative strategic planning matrix (QSPM) is then used for assessing strategies. This study found that “To construct customs professions and promote the WCO SAFE framework” is the most important one from the six proposed strategies. This study on the strategy analysis of “customs’ promotion on service innovation” will provide solutions for more facilitated and quality service and references for the Customs authority to adjust the key points in organization reform and innovation and to enhance public satisfaction.
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ECFA, 服務創新, 策略, 關鍵因素, ATOWS矩陣, ECFA, Service Innovation, Strategy, Key Factors, ATOWS Matrix