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论文编号：	15094
作者编号：	2320213502
上传时间：	2024/12/10 11:37:32
中文题目：	D公司物流供应商绩效管理改进研究
英文题目：	Research on Improvement of Performance Management for Logistics supplier of D Company
指导老师：	方磊
中文关键字：	物流外包、供应商绩效管理、平衡计分卡、层次分析法
英文关键字：	Logistics Outsourcing; Supplier Performance Management; Balanced Scorecard (BSC); Analytic Hierarchy Process (AHP)
中文摘要：	随着全球电子商务的蓬勃发展，物流的高效运作已成为企业成功的关键要素之一，尤其是在中国这一庞大且快速增长的市场中。D公司作为全球领先的体育用品零售商，近几年在中国市场的电商业务取得了快速扩展，为了应对庞大的市场需求并提高运营效率，D公司选择将电商物流运营业务外包给第三方物流供应商（3PL）。然而在合作中D公司发现当前的供应商绩效管理体系存在诸多不足，特别是在如何确保供应商绩效与公司战略目标保持一致方面存在巨大挑战。 本文基于上述背景通过构建一个基于平衡计分卡（BSC）和层次分析法（AHP）的供应商绩效管理体系，以提升D公司供应商与公司战略目标的匹配度。通过文献综述和对D公司电商物流外包现状的分析，研究识别出当前绩效管理体系中的三大核心问题：绩效评估标准与公司长期战略目标不匹配、绩效评估权重分配不合理、以及缺乏有效的绩效管理机制。这些问题使得供应商在运营过程中难以持续改进，无法适应更高层次的运营需求。为解决这些问题，本研究提出了基于BSC和AHP的改进方案。首先，BSC从财务、客户、内部业务流程和学习成长四个维度，将公司战略目标转化为具体的绩效指标，以确保供应商的运营活动与企业长期战略保持一致。其次，AHP用于对各绩效指标进行权重分配，确保评估体系的科学性和合理性，解决现有评估权重与实际运营需求不匹配的问题。最后，引入多元化的激励机制和双向反馈系统，激发供应商的积极性和创新能力，推动其持续改进与优化。 研究的结论表明，改进后的绩效管理体系不仅可以提升供应商的运营效率和服务质量，还增强了其与D公司物流战略目标的一致性，这种改进对D公司在激烈的市场竞争中取得优势提供了重要保障。同时也期望本文的分析对同行业的企业有一定借鉴启发意义。
英文摘要：	With rapid development of global e-commerce, efficient logistics operations have become one of the crucial factors for business success particularly in China who has a vast and rapidly growing market. As a leading global retailer of sports goods, Company D has achieved rapid expansion in its e-commerce business in China over recent years. To meet the substantial market demand and enhance operational efficiency, Company D has outsourced its e-commerce logistics operations to third-party logistics provider (3PL). However, Company D has identified significant challenges in the current supplier performance management through collaboration, especially the alignment of supplier performance with the company's long-term strategic objectives. In response to the background above, this article proposes a new supplier performance management based on the Balanced Scorecard (BSC) and Analytic Hierarchy Process (AHP) to improve the alignment with strategic goals. Through a comprehensive literature review and an analysis of Company D’s e-commerce logistics outsourcing status, the study has identified three core issues within the existing performance management system, the misalignment of performance evaluation criteria with long-term strategic objectives, the unreasonable allocation of performance evaluation weights, and the lack of effective incentive mechanisms. These issues have blocked suppliers' ability to achieve sustainable performance. To address these challenges, the study introduces an optimization framework based on the BSC and AHP. Firstly, the BSC framework translates the company’s strategic goals into specific performance indicators across four perspectives: financial, customer, internal business processes, and learning and growth. This approach ensures that suppliers' operational activities are aligned with the company’s long-term strategic vision. Secondly, AHP is employed to allocate weights to each performance indicator, thereby ensuring the scientific of the evaluation system and resolving the discrepancies between current evaluation weights and actual operational requirements. Lastly, the introduction of diversified incentive mechanisms and a two-way feedback system is proposed to stimulate suppliers’ ability in motivation and innovation, thereby driving continuous improvement and optimization. The conclusions of the study indicate that the optimized performance management system significantly enhances both the operational efficiency and service, while also strengthening their alignment with Company D’s logistics strategic goals. This optimization provides crucial support for Company D in market. Furthermore, it is expected that this analysis will offer valuable insights and practical guidance for companies within similar industries.
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