AI思維運用於臺灣建設企業以最佳化決策品質 —以K公司為例

Abstract

有鑑於全球對「永續發展」的重視及「智慧城市」的興起，AI軟硬體技術在各產業運用趨於成熟，企業除追求永續發展外，也紛紛導入並運用人工智慧來協助決策，營建業亦不例外。本研究嘗試在建設企業K公司之決策中，運用AI Canvas思維及建構決策模型，希望能因應多變的決策環境及複雜的決策問題，並搶得先機，在企業永續發展同時創造最佳經營績效，此為最佳化之企業決策品質。 本論文運用AI Canvas(人工智慧畫布)的思維，即廣度、速度和演算的優勢，經由決策方法比較、產業特性及公司經營方向的分析，演繹臺灣建設企業的決策因子及最關鍵因子存貨週轉率，以進一步建構建設企業的決策模型。 在建設企業的決策模型中，聚焦企業決策之關鍵因子“最佳化存貨週轉率”。運用AI Canvas來拆解決策之七步驟「預測、判斷、行動、結果、輸入資料、訓練、回饋」等思維，再加上孫子兵法之五事(道、天、地、將、法)及管理學之六管(資、產、銷、人、發、財)，以擴大AI Canvas之畫布範圍，建構7ⅹ11項決策介面矩陣，增加決策時之全面性及周延性。來達成該關鍵因子的決策品質最佳化，以求未來能進一步改變建設企業K公司之商業模式，創造新的成長曲線及競爭優勢。 建設企業K公司之關鍵決策為存貨運用，首要透過組織協同及動用所有資源，提高存貨週轉率，以去化存貨之待售房地，其次為採取預售去化取得建造執照案及在建工程案。當存貨週轉率提高，增加銷貨收入，減少存貨，相對經營績效如ROA、ROE及EPS之表現亦會較佳。此外，降低存貨而變現，可提高現金流量，有助於企業掌握商機，再投入資金以建構企業成長之第二曲線。 為達成決策最佳的呈現，從簡單一致的長期願景及目標訂定、對競爭環境的深刻了解、客觀的資源評估、策略的方案選擇及有效的執行等缺一不可，但時機掌握運用尤其至關重要。本研究希望能建構建設企業之“求精不求多、求簡不浪費、供需不失衡”的決策品質，承擔企業社會責任，同時為全球永續發展盡一份心力。

In light of the global emphasis on “sustainable development” and the rise of “smart city”, AI software technology applications in related industries have reached maturity. In addition to the pursuit of sustainable development, multiple enterprises have introduced and applied artificial intelligent to assist in decision-making, and the construction industry is no exception. This study attempted to apply the AI Canvas mindset in Construction Company K’s decision-making and construct a decision-making mode, intending to cope with the ever-changing decision-making environment and complex decision-making problems, as well as seizing opportunities to achieve the best business performance while the company is pursuing sustainable development, which is the optimization of enterprise decision quality. This paper adopted the AI Canvas mindset, which has the advantages of breadth, speed and computing power. Through the comparison of decision-making methods and the analysis of industrial characteristics and business direction, the decision factors of construction companies and the inventory turnover of the most critical factors were deduced to further construct the decision-making model of the construction company. In the decision-making model of the construction company, the focus lies in the enterprise decision key factor “the optimization of inventory turnover”. Through AI canvas, the seven steps of decision-making can be dissembled, including: “prediction, judgment, action, result, input data, training, and feedback” mindsets. It along with the Five Elements of Sun Tzu’s The Art of War (mission, ground, climate, command, and methods) and the six management branches in management (asset management, marketing management, human resource management, research & development management, finance management) can extend the AI Canvas scope, leading to the construction of a 7x11 decision interface matrix that enhances the comprehensiveness and integrity of decision-making, achieves the key factor’s decision quality optimization, further change Construction Company K’s future business model, and create a new growth curve and competitive advantage. The key decision of Construction Company K is inventory utilization. First, through organizational collaboration and the mobilization of all the resources, the inventory turnover was enhanced to housing and land pending inventory closeout. Secondly, advance booking closeout was adopted to obtain construction license case and construction in-progress cases. As the inventory turnover increased, so did the merchandise sales increase and inventory decrease, thus the relatively better business performance in terms of ROA, ROE, and EPS. In addition, reducing inventory to cash in can increase cash flow, help the company seize business opportunities, and reinvest funds, leading to the construction of a second curve of company growth. In order to present decision optimization, simple and uniform long-term vision and goal setting, a profound understanding of the competitive environment, objective resource assessment, strategic plan selection and effective execution are all indispensable, and the timing is especially important. This study expects to construct “quality over quantity, simplicity without waste, and supply and demand in balance” decision quality for the construction company, thereby assuming corporate social responsibility and contributing to global sustainable development.