非營利組織數位轉型之探查研究：以甘霖社會福利基 金會送餐服務為例

Abstract

非營利組織送餐服務中，甘霖社會福利基金會有其特有的客製化送餐服務， 及系統化處理減少成本的需求，啟動多年的送餐服務數位轉型經驗，值得深入探 討其數位轉型的發展背景、歷程與影響。本研究以甘霖社會福利基金會機構送餐 服務數位轉型之案例，透過文獻探討與機構相關人員深度訪談資料進行整理分 析，探討非營利組織數位轉型。 機構送餐服務案例的數位轉型，基於運營挑戰、數據流通速度與失誤問題及 成本考量，政策導向需要開發設計一套專屬送餐服務資訊系統。送餐服務數位 化，由與台灣數位文化協會合作，透過輸入用餐需求資料產出餐卡表單的數位化 出發；再進行設計開發雲端送餐服務管理資訊系統之建置的數位化，目前已正式 進入送餐服務管理資訊系統的雲端數位化階段。 研究結果顯示，數位轉型是一個持續變化的過程；透過數位轉型，可以達成 降低成本、增進效率以及創造新價值的目標。機構送餐服務案例經過三階段的數 位轉型，確實已發揮加速組間資訊流通與服務流程、降低服務成本與提升工作效 能等為組織創造價值的成效。

In the context of non-profit organization meal delivery services, the Ganlin Social Welfare Foundation offers a unique customized meal delivery service and systematic handling of cost reduction needs. Drawing from years of experience in digital transformation of meal delivery services, it is worthwhile to explore the background, process, and impact of its digital transformation. This study focuses on the case of the Ganlin Social Welfare Foundation's institutional meal delivery service digital transformation, organizing and analyzing data from literature reviews and in-depth interviews with relevant personnel to explore the digital transformation of non-profit organizations. The digital transformation of institutional meal delivery services is based on operational challenges, data flow speed and error issues, and cost considerations. Policy-oriented development requires the creation of a dedicated meal delivery service information system. The digitalization of meal delivery services involves collaboration with the Taiwan Digital Culture Association, starting with the digitalization of meal card forms based on input dining needs data. This is followed by the design and development of a cloud-based meal delivery service management information system. The system has now officially entered the cloud digitalization stage of meal delivery service management information. The research results indicate that digital transformation is an ongoing process. Through digital transformation, the goals of cost reduction, efficiency improvement, and creation of new value can be achieved. The three-stage digital transformation of institutional meal delivery services has indeed resulted in value creation for the organization, such as accelerating inter-departmental information and service flow, reducing service costs, and improving work efficiency.