cross-departmental c的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列免費下載的地點或者是各式教學

探討社會資本型態對於文化資產防災調和性之影響-以新北市淡水老街及金門縣古寧頭地區為例

為了解決cross-departmental c的問題，作者陳怡君 這樣論述：

本研究關注不同類型之社會資本在文化資產防災領域上各自不同之防災任務與各單位協力合作關係架構，過去種種研究顯示社會資本公共財，有助於推動防災計畫、災中搶救與災後重建等過程，近年來由於氣候變遷加劇，導致災害的規模擴大、複雜性也逐漸增加，在2019年時巴黎聖母院因電線走火而引發祝融事件，引起世界密切關注，臺灣也逐漸重新審視現今對於文化資產防災政策是否完善。本研究將新北市淡水老街與金門縣古寧村兩地具豐富歷史文化特色區域作為研究範圍，而文化資產防災任務上需要透過各部門、領域之間的協力合作才能達成最終的目標，為整合各部門、領域之間在文化資產防災調和性上的影響，本研究分為三大研究目的，一、社會資本型態

對於文化資產防災調和性上的關係架構為何，二、社會資本三型態對於文化資產防災調和性的操作任務為何，三、跨領域社會資本該如何整合防災任務。 本研究透過文獻歸納、深入訪談與SWOT分析等方式進行研究，透過分析並對照訪談成果，歸納出縱連式社會資本定位為支援者，而橫跨式社會資本為協力與溝通之橋梁，牽絆式社會資本則是文化資產防災第一道民防系統。並將文化資產防災協力整合任務之架構歸納分為災害三階段，災前、災中、災後進行整合，災前可分為政策、資源與防災科技等三點，災中分為監控系統與災害資訊平臺，災後則分為災損統計、災害損失補助、重建永續發展等三點，綜觀上述架構可應用於審視當今防災政策是否有無改善之處，得以逐

步完成我國文化資產跨部門防災調和性之完整防救災架構。因此本研究最後提出兩點建議予牽絆式社會資本、橫跨式社會資本、縱連式社會資本，一、落實跨部門文化資產災害防救協力機制，二、建置跨部門整合協力溝通平臺，希冀助益於文化資產防災規劃之擬定。

關鍵客戶的產品開發流程優化:快速消費品行業案例 研究，以 Egger Getranke Gmbh & Co OG 為例

為了解決cross-departmental c的問題，作者韓如雪 這樣論述：

The process of product development in the Fast-Moving Consumer Goods industry is highly connected with a lot of Business-to-Business interaction, which in turn has to rely on a solid and close relationship, to customers and partners. This specific procedure needs to be per- formed in a smooth and t

rouble-free way in order to ensure that innovation and co-creation take place successfully for all involved parties, which ensures a profound base for long-term and fruitful customer relationships.This master thesis is composed to give an overview of not only commonly used develop- ment processes an

d optimization techniques in the FMCG industry, but also to present a practical business example of frequently arising challenges and weaknesses during product development as well as possible optimization steps by applying them within the optimization project of Egger Getränke. As a successful Austr

ian family-owned beverage producer, Egger Getränke is mainly operating in three areas of the production of their own brands, contract filling and private retailer brands.In terms of methodology, interviews and focus groups were conducted with key informants of the case company, in order to determine

the status quo and its deficiencies. The scientific findings of this research show that product development processes can be optimized in a threefold approach by improving the internal workflow, the exchange with the customer and supplier relationships. Furthermore, it is pointed out that communica

tion is a major factor of process efficiency, and that the success of newly implemented processes within an organ- ization depends to a large extent on the acceptance and commitment of its employees.