交通運輸設備的建設、資訊科技的發展進化及消費者型態的改變，促使物流產業的推進與發展，日本企業於1980年代洞察工商社會下消費者購物、送禮等習慣對於便利、迅速、及安心的需求，進而發展「宅配」服務-讓消費者隨時隨地將物品交予宅配業者，即能輕鬆等待物品快速且安全的送達。宅配產業從西元2000年日本宅配技術合作導入至今2023已發展超過23年之久，人們對於宅配服務的需求日益增加，網路直播及電商產業消費者可以直接網路線上訂購。網路電子商務是在資訊科技的發展和商業環境的變化等雙重的因素驅動下發展，甚至近兩年來新冠疫情侵襲，造成宅配業者營收、淨利不斷成長趨勢，也產生多家企業擴增投入經營宅配業市場，讓宅配產業更多元化選擇，相對也形成宅配業者之競爭日趨激烈。宅配服務市場需求業務量遽增下，必須擴增設人員、車輛才能符合市場需求及服務佔有率與提升宅配業者利益，每年宅配業者的營運拓展重點計畫與目標設定。而增加營業據點及車輛必須要有完善的管理功能，才能提升宅配服務之競爭能力，以宅配應用六標準差管理方法於宅配行控之分析管理，提升車效及增加車輛路線基礎,另針對每車駕駛人員行為均透過行控中心檢視，養成駕駛人良好駕駛習慣,改善每公升油耗及降低違規次數,確保永續經營及控管成本極為重要性。
此論文研究也是經由相關研究文獻探討宅配物流特性與本文學生宅配業服務23年管理經驗，整理出宅配營業之行控管理重要性及其對現代供應鏈管理的影響。宅配服務在當今全球商業環境中扮演著關鍵角色，因為它們是實現高效、快速和可靠的貨物運輸的不可或缺的組件。然而，要實現這些目標，必須有行控管理和控制行車行為的各個環節，並評選共計三大構面因素，本文中包括有：駕駛人降低異常怠速、時間構面、駕駛人效率提升優化每公升油耗構面、駕駛人行為、觀念、環境保護、節能減碳降低成本構面等。
由這些構面之中可發展出 各項準則項目。並透過本文內各項行控數據已六標準差的執行步驟進行營業車輛有效管理之各項評估。
•	一、定義階段： 界定專案問題以及範圍 。
•	二、衡量階段： 針對問題收集相關的數據或技術，用數據描述觀察的現    
•	               象、評估現況。
•	三、分析階段： 用衡量階段中所蒐集到的資訊數據，分析造成異常的根本 
•	              原因，找出改善問題的機會。
•	四、改善階段： 根據分析結果提出最佳的改善計畫，並對改善結果進行驗
•	              證。 
•	五、控制階段： 執行持續的衡量和行動，界定流程和管理責任，進而執行
•	              六標準差管理系統。
目前企業除了品質要好滿足顧客要求外，通常是如何提高效率與降低生產成本。在作法上，須先找出公司內部的重要流程，並以分析數據和問題點為中心思想，選擇適當範圍的專案組織改善團隊並以最佳的改善流程及工具來執行專案。利用六標準差的DMAIC方法來分析與解決企業面對的各種問題，此研究案如此不只能增進行控中心效益，也能直接提升企業的財務效益。
本研究探討某宅配公司行控中心各項管控數據。先從文獻中歸納出宅配業特性，並規列出宅配行控中心之管控項目。再經由各項分析數據，進行北部營運處30以上營業據點250以上車輛數據資料收集，以六標準差管理分析，得到人員駕駛習慣為最關鍵問題，改善怠速異常決策的建議，組織評選行控中心改善油耗降低成本為架構，使用六標準差管理守則展開行動，分析問題，由駕駛人設定改善作法流程，時間內達到設定之目標，本案亦可推廣擴及公司全省含中南部營運處共60多處營業據點超過千輛車一併執行本案成功案例，進而降低營業成本,提高營業獲利，達到企業永續經營之目的。

Due to the construction of transportation equipment, the development of information technology, and changes in consumer behavior, the advancement and development of the logistics industry have been promoted. In the 1980s, Japanese companies observed consumer shopping and gifting habits in the business community, and in response to the demand for convenience, speed, and peace of mind, they developed "home delivery" services. This allows consumers to hand over items to home delivery companies anytime, anywhere, and easily wait for the items to be delivered quickly and safely.
The home delivery industry has been developed for 23 years since the introduction of Japanese home delivery technology in the year 2000. The demand for home delivery services has been increasing, and consumers can now place orders directly through live streaming on the internet and the e-commerce industry. The development of e-commerce is driven by the dual factors of advancements in information technology and changes in the business environment. Even in the past two years, the COVID-19 pandemic has hit the enterprise, leading to a continuous growth trend in revenue and net profit for home delivery operators. This has resulted in many companies expanding their investments in the home delivery market, providing more diversified choices in the industry but also intensifying competition among home delivery operators. Due to the sudden increase in service demand in the home delivery market, it is necessary to expand personnel and vehicles to meet market needs, thereby increasing market share and benefits for home delivery operators. This has become a key focus for annual operational expansion plans and goal setting for home delivery operators.
However, increasing business locations and vehicles must have a comprehensive management system in place in order to enhance the competitiveness of home delivery services. By applying the Six Sigma management method to the analysis and management of home delivery operations, efficiency of vehicles can be improved and the foundation of vehicle routes can be increased. Additionally, the behavior of each driver is monitored through the operations control center to cultivate good driving habits, improve fuel consumption per liter, reduce the number of violations, and ensure the sustainability of operations and cost control.
This paper investigates the characteristics of home delivery logistics through relevant research literature, and further explores the importance of operational control management in home delivery business and its impact on modern supply chain management based on 23 years of management experience in student home delivery services. Home delivery services play a crucial role in today's global business environment as they are essential components for achieving efficient, fast, and reliable goods transportation. However, to achieve these goals, it is necessary to have operational control management and control over various aspects of driving behavior, evaluating a total of three major factors, including: reducing social responsibility violations in driver behavior, optimizing route planning to enhance driver efficiency, and promoting environmental protection, energy conservation, cost reduction through fuel-efficient driving concepts.
Various criteria items can be developed from the three major aspects, and through the control data in this article, various evaluations of effective management of business vehicles are carried out using the six sigma execution steps.
1.Definition Stage: Define project issues and scope.
2.Measurement stage: Collect relevant data or technology related to the problem, describe the observed phenomenon based on the data, and evaluate the current situation.
3. Analysis Stage: Utilize the information collected during the measurement stage to analyze the root causes of the problems and identify opportunities for improvement.
4. Improvement Stage: Propose the best improvement plan based on the analysis results, and verify the improvement outcomes.
5. Control Stage: Implement continuous measurement and action, define processes and management responsibilities, and then execute the Six Sigma management system.
At present, in addition to improving quality to meet customer requirements, the companies usually focus on how to improve efficiency and reduce production costs. In terms of practice, it is necessary to first find out the important processes within the company, and use the analysis of data and problem points as the central idea, select an appropriate scope of the project to organize an improvement team, and implement the project with the best improvement processes and tools. If the DMAIC method of Six Sigma is used to analyze and solve various problems faced by enterprises, the comprehensive effect of Six Sigma can be achieved. It can not only increase the efficiency of the control center, but also directly improve the financial efficiency of the enterprise.
This study explores various control data from the control center of a home delivery company. First, the characteristics of the home delivery industry are summarized from the literature, and the control items of the home delivery control center are stipulated. After various analysis data, we collected data from more than 250 vehicles in more than 30 business locations of the Northern Operations Office, and used six sigma management and analysis to obtain personnel's driving habits as the most critical issue, suggestions for improving abnormal idling decisions, and organized the selection of traffic control centers to improve fuel consumption. Cost reduction is the framework, and the Six Sigma Management is used to carry out actions, analyze problems, and set the improvement process by the driver. The set goals are achieved within a time limit. This case can also be promoted and expanded to the company's province-wide including more than 60 central and southern operations offices, with more than 1,000 vehicles in the business base have implemented this successful case, thereby reducing operating costs, increasing operating profits, and achieving the purpose of sustainable operation of the enterprise.

目錄

誌謝	I
摘要	II
Abstract	V
目錄	IX
圖目錄	XI
表目錄	XII
第一章、	緒論	1
1.1	研究背景與動機	1
1.2	研究目的	2
第二章、	文獻回顧	3
2.1	六標準差	3
2.2	宅配產業	10
2.4 宅配行控相關研究	19
第三章、	研究方法	23
3.1	研究架構	23
3.2	研究對象	25
3.3	研究工具	26
第四章、	研究結果與討論	27
4.1	運用DMAIC分析研究	27
4.1.1設定階段（Define）：	27
4.1.2衡量階段（Measure）：	29
4.2	以SMART原則說明驗證結果	39
4.2.1	任務要明確	39
4.2.2	效益可以測量	40
4.2.3	目標可以達成	42
4.2.4	考慮成本與效益、結果	44
4.2.5	在一定時間內完成	45
第五章、	結論與建議	46
5.1研究結論	46
5.2研究限制	47
附錄	48
附錄一 :北部宅配營業所車輛配置表	48
附錄二:異常怠速區處	49
附錄三:異常怠速站所	50
參考文獻	51
圖目錄
圖1研究步驟流程圖	24
圖2行控中心管理表	28
圖3行控即時影像圖	30
圖4營業所異常怠速次數站所柏拉圖	32
圖5營業所異常怠速時間柏拉圖	32
圖6營業所怠速油耗柏拉圖	33
圖7油耗異常魚骨圖(本研究整理)	36
圖8異常怠速費曲線圖	36
圖9改善油耗魚骨圖 (本研究整理)	37
圖10北部營運處2023Q4異常怠速次數分析圖	41
圖11北部營運處每公升油耗分析圖	42
圖12北部營運處2024Q1怠速次數圖	43
圖13北部營運處2024Q1油耗分析圖	44

表目錄

表1行控項目因果分析矩陣表	27
表2行控中心管理表	28
表3異常怠速統計區、處表	30
表4異常怠速營業站所	31
表5車輛異常怠速表	34
表6車輛即時狀態表	35
表7北部營運處異常怠速次數分析表	40
表8北部營運處2023Q4每公升油耗分析表	41
表9北部營運處2024Q1怠速次數表	42
表10北部營運處2024Q1油耗分析表	43

參考文獻

Antony, J., Scheumann, T., Sunder M, V., Cudney, E., Rodgers, B., & Grigg, N. P. (2022). Using Six Sigma DMAIC for Lean project management in education: a case study in a German kindergarten. Total Quality Management & Business Excellence, 33(13-14), 1489-1509.
Bagherian, A., Gershon, M., & Swarnakar, V. (2022). Analysis of knowledge management dimensions contributing to successful implementation of Six Sigma: an empirical study. International Journal of Knowledge Management Studies, 13(4), 445-477.
Cherrafi, A., Elfezazi, S., Chiarini, A., Mokhlis, A., and Benhida, K. (2016). The integration of leanmanufacturing, Six Sigma and sustainability: a literature review and future research directions fordeveloping a specific model, Journal of Cleaner Production, 139, 828-846.
Ghaleb, G. S., & Abdulahad, A. F. (2022). The Application of DMAIC Six Sigma Methodology to Control the Quality of Internal Audit Performance: A case study. Resmilitaris, 12(2), 5413-5428.
Heiland, H. (2021). Controlling space, controlling labour? Contested space in food delivery gig work. New Technology, Work and Employment, 36(1), 1-16.
Hwang, Y. J., Wei, H. R., and Yang, S. H. (2017). Applying Six Sigma DMARC methodology to improve theinventory control system, Journal of Quality, 24(4), 280-299.
Olsson, J., Hellström, D., & Vakulenko, Y. (2022). Customer experience dimensions in last-mile delivery: an empirical study on unattended home delivery. International Journal of Physical Distribution & Logistics Management, 53(2), 184-205.
Patel, A. S., & Patel, K. M. (2021). Critical review of literature on Lean Six Sigma methodology. International Journal of Lean Six Sigma, 12(3), 627-674.
Poikonen, S., & Campbell, J. F. (2021). Future directions in drone routing research. Networks, 77(1), 116-126.
Shroff, A., Shah, B. J., & Gajjar, H. (2022). Online food delivery research: A systematic literature review. International Journal of Contemporary Hospitality Management, 34(8), 2852-2883.
王瑞琪、陳義文、楊婉婷（2015）。宅配服務業服務品質與顧客滿意對再購意願影響之實際研究-以結構方式模式分析。顧客滿意學刊，11（2），193-222。
全韻嘉（2021）。消費者對物流配送服務、交易安全性與電子商務平臺使用意願關係之研究以蝦皮購物為例，正修科技大學經營管理研究所，碩士論文。 
吳達億(2022)。應用六標準差結合田口實驗法改善隱形眼鏡滅菌後爆杯不良率。中原大學工業與系統工程學系碩士論文。
李政忠(2023)。國家品質標章對消費知覺行為控制和購買意圖影響之研究-以防疫產品為例。國立臺中科技大學流通管理系碩士論文。
林建忠(2023)。物流系統整合與競爭策略探討：以桃園市T物流公司為例。明新學校財團法人明新科技大學企業管理系管理碩士論文。
侯家凱（2018）。跨境店到店物流管理風險評估-以全家便利商店為例。國立交通大學碩士論文管理學院運輸物流研究所碩士論文。
徐志宏、賴建榮、鄒伯衡（2014）。台灣宅配業之現況與趨勢-現代物流。物流技術與戰略，67，41-45。
張裕明（2021），探討網購商品配送方式選擇之影響因素 -以網拍服飾業者為例，銘傳大學企業管理學系碩士在職專班，碩士論文。 
連育萱(2017)。行為態度、主觀規範及知覺行為控制對於購買意願及願付價格的影響－以花蓮縣有機產品為例。國立東華大學國際企業學系碩士論文。
郭惠茹（2023）。店配物流服務對消費者滿意度、忠誠度與再購意願影響之研究－以蝦皮為例。萬能科技大學經營管理研究所碩士論文。
陳三智(2019)。運用六標準差管理手法提昇OLED 面板黃光製程良率。明新科技 大學工業工程與管理系碩士論文。
陳寶如(2019)。應用六標準差提昇台灣外勞人力仲介業顧客滿意度-以 A 公司為例。國立彰化師範大學企業管理學系國際企業經營管理碩士論文。
曾珏茹(2022)。健康食品標籤對消費者知覺行為控制和購買意圖影響之研究。國立臺中科技大學流通管理系碩士論文。
楊昀翰(2022)。網紅形象及品牌形象對職業軍人購買意願之影響－以知覺行為控制為中介因子。國立屏東大學行銷與流通管理學系現役軍人營區碩士論文。
楊惠娥、侯心雅（2014）。五流管理、來源國形象、延伸性產品與顧客忠誠關係之研究-以臺灣黑貓宅急便為例。顧客滿意學刊，12（1），33-64。
葉哲明(2018)。應用層級分析法建構宅配物流中心區位評選模式。國立交通大學運輸物流研究所碩士論文。
詹佳樺(2022)。以科技接受模型探討消費者對物流電子E 化接受意願度之研究。中華科技大學智慧行銷與流通服務產業碩士論文。
廖御淇(2023)。消費者線上訂餐行為之分析。輔仁大學餐旅管理學系碩士論文。
廖龍權（2020）。台灣物流業經營現況與精進方案之探討。義守大學，高雄市。
劉坤城(2023)。用Six Sigma暨IDEF方法串聯 RFID射頻識別技術改善物流之研究－個案A公司為例。中原大學電機資訊學院工業與系統工程學系碩士論文。
劉威志(2017)。應用精實六標準差改善發料問題－In House 的個案探討。國立高雄大學亞太工商管理學系碩士論文。
蔡宗和(2023)。運用六標準差改善跨國公司業務流程之研究--以F 集團在越南M 公司為例。國立高雄大學國際高階經營管理碩士論文。
簡喬任(2019)。六標準差應用在製程改善之個案研究-以G公司為例。國立高雄科技大學企業管理系高階經營管理碩士論文。