Unit 16 Logistics Performance EvaluationWord文档格式.docx

Unit 16 Logistics Performance EvaluationWord文档格式.docx

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WhatisPerformanceEvaluationSystemforLogisticsActivities?

Performanceevaluation（performanceassessmentormeasurement）,canbethoughtofastheprocessofempiricallyevaluatingtheactionsofabusinesssystem⒈Hereitisdefinedasanassignmentprocesswherenumbersareassignedtorepresentsomeattributeofanobjectoreventofinterestforthoseresponsiblefordecidingthefateofabusinessentity.Performancemeasurementevaluatesongoingbusinessoperationsviaobjectiveandquantifiablevaluessuitableforcomparison,bothinternalandexternaltothefirm⒉Processviewisoneofthekeyelementsinlogisticsandsupplychainmanagement.

Performancemeasurementdescribesthefeedbackorinformationofactivitieswithrespecttomeetingcustomerexpectationsandstrategicobjectives⒊Performancemeasuresareusedtomeasureandimprovetheefficiencyandthequalityofthebusinessprocessesandidentifyopportunitiesforprogressiveimprovementsinprocessperformance.

Logisticsmeasurementsystemshavebeendesignedtocaptureinformationregardingfivetypesofperformance（assetmanagement,cost,customerservice,productivityandlogisticsquality）.Severalmeasuresfromeachperformancecategoryaregenerallyputinplacetomonitorandmanageavarietyoflogisticsfunctionsincludingtransportation,warehousing,inventorymanagement,orderprocessingandadministration.Forexample,typicaltransportationperformancemeasuresincategorytypeareasfollows:

（1）Assetmanagement:

Capacityutilization,returnoninvestment

（2）Cost:

Costperhundredweight,transportationcostperunit

（3）Customerservice:

Averagetransittime,transittimevariability

（4）Productivity:

Ordersdeliveredpervehicle,fullversuspartialloads

（5）Quality:

Damageintransit,documentationaccuracy

EvaluationMethodofPerformanceMeasurementforLogisticsActivities

Thedomesticandinternationalscholarshavebroughtupaboutmanykindsofevaluationmethod.Thefollowingareseveralkindsofmethodsthatcanbeadoptedinperformanceevaluationforlogisticsactivities.

1.AHPMethod

TheAHPisakindofmulti-hierarchyweightedanalyticmethodwhichwasdevelopedbyU.S.A.famousoperationsresearchersT.L.Saatyin1970s.TheAHPisatheoryofmeasurementfordealingwithquantifiableandintangiblecriteriathathasbeenappliedtonumerousareas,suchasdecisiontheoryandconflictresolution⒋AHPisaproblemsolvingframeworkandasystematicprocedureforrepresentingtheelementsofanyproblem.AHPisbasedonthefollowingthreeprinciples:

decomposition,comparativejudgmentsandsynthesisofpriorities.

AHPstartsbydecomposingacomplex,multi-criteriaproblemintoahierarchywhereeachlevelconsistsofafewmanageableelementswhicharethendecomposedintoanothersetofelements.Thesecondstepistouseameasurementmethodologytoestablishprioritiesamongtheelementswithineachlevelofthehierarchy.ThethirdstepinusingAHPistosynthesizetheprioritiesoftheelementstoestablishtheoverallprioritiesforthedecisionalternatives.

AHPdiffersfromconventionaldecisionanalysismethodologiesbynotrequiringdecision-makerstomakenumericalguessesassubjectivejudgmentsareeasilyincludedintheprocessandthejudgmentscanbemadeentirelyinaverbalmode.Itneedslessnecessarydatasothatitcanovercomethegeneralevaluationmethodswhichrequiremoresamplesanddata,thusmakingthequantitativeanalysisamongthesystematicfactorsbecomepossible⒌ThemainrespectthatAHPstudiesatpresentiscalculatingandtwokindsoffuzzyAHPofitsweight.

2.MathematicStatisticsMethod

MathematicstatisticsmethodincludesPrincipalComponentAnalysis,FactorAnalysisandClusterAnalysis,etc.Itisnotanobjectivemethodbasedonexpert’sjudgment,soitcanavoidtheinfluenceofthehumanfactorinthecourse,anditcanbeusedtoevaluatethetargetsystemwhichhascompactrelativerelationship.Buttheevaluationresultisonlyeffectivetothedecisionmakingandranking,notreflectingthetrueimportancedegreeofthegoalinreality.Itsapplicationdemandsthateveryfactoroftheevaluationtargetshouldhaveconcretedata⒍.

3.FuzzyComprehensiveEvaluation（FCE）

Forthecomplicatedtarget,itisoftenverydifficultforestimatortogiveaquantitativeresultdirectly.Thefuzzycomprehensiveevaluationhasexpressedtherepairingofinformationbynaturallanguage,andhasdealtwithinformationbywayofcalculating,thusofferingakindofunifiedexpressionpretreatmentmodetothequalitativeinformationandquantitativeinformation.Becauseofthesolidmathematicsfoundationandgoodstructureofthetechnologicalsystem,itisusedextensively.Atpresent,itismainlyappliedtoqualitativeobjectiveevaluationandthemethodperfectionofitself.

4.DataEnvelopmentAnalysis

DEAisalinearprogramming-basedtechniquethatconvertsmultipleinputandoutputmeasuresintoasinglecomprehensivemeasureofproductivityefficiency（EpsteinandHenderson,1989）⒎ItwasdevelopedbyCharnesA.andtheCooperW.W.Itisanonparametricmethodforeconomicquantitativeanalysis.DEAprovidesameasurebywhichonefirmordepartmentcancompareitsperformance,inrelativeterms,withotherhomogeneousfirmsordepartments.Inmeasuringtherelativeefficienciesoforganizations,theDEAmeasurementcanbedefinedastheratiooftotalweightedoutputtototalweightedinput.WithDEAeachorganizationcanutilizedifferentweightsforthesetofperformancemeasures.Weightsareselectedthatwillmaximizethecompositeefficiencyscoreforeachfunctionalunit.Thisvariableweightingallowsfortheevaluationofperformancewhiletakingintoaccountdifferencesingoals,responsibilities,andtypeofprocurement⒏Therangeofpossibleweightsiscontrolledbyrequiringallweightstobepositive,andspecifyingthatifanotherunitusedthesameweight,theirtotalefficiencyscorecouldnotexceedthevalueofone.Thisensuresthatallfirmsareevaluatedonthebasisofrelativeefficiency.Thetechniquealsogivesinformationastothespecificeffecteachinputoroutputhasonoverallefficiencyasyet,whichhasdemonstrateditsuseasapotentialevaluationtoolforlogisticsperformance.Insummary,DEAisatoolthatcanbeusedtoreducesomeoftheexistingproblemswithperformanceevaluationsystem.

5.RoughSets

RoughsetsapproachwasdevelopedbyZ.Pawlak,themathematicianofthePoland,whobroughtupthetheoryin1982.Ithasverystrongqualitativeanalysisability,anditneedn’tgivesomecharacteristicsorattributesofmathematicdescriptioninadvancesuchasmembershipgradeandmembershipfunctioninfuzzysets,butitcandirectfromthedescriptionofsettledproblemconfirmtherealmbytherelationsthatcandistinguishornot.Becausethischaracteristicissimilartotheperson’sperception,theroughsetstheoryhasquicklybecomethehottopicofresearchandapplicationinrecentyears.Roughevaluationtheorieshavefocusedonroughsetsandotherindeterminatecalculation,soastoachievethepurposetoevaluatemoreeffectively⒐

6.Benchmarkofanalysis（Benchmarking）

Benchmarkinganalysis（Benchmarking）iscomparingtheactivitiesoftheenterpriseswiththoseofthebestinthisfieldtopromoteoperationandmakeupfortheirdeficiencies⒑Benchmarkingrequiresthatthecompanymustcontinuetoassessproducts,services,andperformanceofitscompetitorsorfirst-classenterprisessoastofindstrengthsandweaknessesofitsown.Overall,thebenchmarkofanalysis（Benchmarking）istoprovideameasurementreferencetoallthatoftheenterprisesBenchmarkingcanbeamanagementsystem,alearningprocess,italsocanfocusontheprocessofresearchandanalysis.

Philip.Kotlerexplained,“Thegapinquality,speedandcostperformancebetweenanordinarycompanyandaworld-classcompanywillbeashighas10times.Benchmarkingisanarttoexcelothercompaniesinimplementationofanyactivities.”

AmethodofBenchmarkingistodividetheoperationofthecompanyintothreecategories,namely,thestrategic,operationalandmanagerialBenchmarking.StrategicBenchmarkingistostudythecompany’sstrategiestofindthekeyandsuccessfulones.OperationalBenchmarkingfocusesonthecostsandproductdifferences.ManagerialBenchmarkingspecificallyreferstohumanresourcesmanagement,marketingplanning,andmanagementinformationsystems（MIS）.Itscharacteristicsaremoredifficulttousequantitativeindicatorstomeasure.

AnotherkindofclassificationBenchmarkingwillbedonebetweenthecompetitorsandfirst-classenterprises.Theformerisgenerallylimitedtothecompaniesofsimilarproductsorsimilarservices,itsmainpurposeistodiscoverthestrengthsandweaknessesofthecompetitors.Thelatterwillbeofamuchwiderscope.

Generallyspeaking,Benchmarkingcoversthefieldsincludingdesign,researchanddevelopment,procurement,manufacturing,warehousing,transportation,sales,marketing,humanresources,finance,management（planning,organization）….Benchmarkingstartswithselectingatargetfromcompetitorsorleadingcompanies.Analyzecollecteddata,includingthesituationoftheenterprisesandtheBenchmarkingenterprises（maybeacompetitor,canalsobenon-competitors）.AnalysisofdatamustbebasedonfullunderstandingoftheCompany’srecentsituationandthedatamustbemainlyformanagementprocessesandactivitiesnotjustforresults.Eventually,findwaysorplanstoimprovetheefficiencyofthecompany.

7.BalancedScorecard（BalancedScoreboard）,

BalancedSc