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论文编号：	15573
作者编号：	2320213944
上传时间：	2025/12/6 11:52:24
中文题目：	D物流公司海运部关键绩效指标体系改进研究
英文题目：	Research on KPI Improvement for the Ocean Department of D Logistics Company
指导老师：	李勇建 教授
中文关键字：	国际物流企业；关键绩效指标；平衡计分卡；层次分析法；模糊综合评价
英文关键字：	Global Logistics Company；Key Performance Indicators；Balanced Scorecard；Analytic Hierarchy Process；Fuzzy comprehensive evaluation
中文摘要：	随着全球供应链重构与数字技术的深度融合，国际物流行业面临着深刻的变革，同时对企业绩效管理的精准性与前瞻性提出了更高的要求。D物流公司作为国际物流行业的头部企业，其现行关键绩效指标存在口径分散、执行偏弱与客户体验改善不足等突出问题，在体系改进与对比实证的思路下，构建并检验一套面向海运场景的关键绩效体系，实现从“结果核算”到“过程与结果并重”的数据驱动管理转型，成为一项亟待解决的关键管理议题。 本研究以构建一套适配国际物流企业海运场景，可落地又可检验的关键绩效指标体系为目标。首先，通过头脑风暴与鱼骨图法，对D物流公司现有绩效问题进行深入剖析，识别出影响客户满意度与运营效率的关键要素。其次，以平衡计分卡（财务/客户/流程/学习成长）组织指标库，并利用层次分析法科学确定指标权重。最后，收集企业2024-2025年度的运营数据，在方法闭环上加入相关与回归分析，对比验证了新体系在执行和应用上的优越性。 研究证实，财务维度在口径收紧与“完整账单时效”指标上线后呈现更强约束力，账单逾期30天占比出现下降趋势；客户维度中“4X异常情况可视化”与“状态更新时效”改善了信息透明度，与综合绩效存在显著正相关；流程与学习成长维度通过个人目标设定实现对执行行为的下沉。本论文的创新点在于，将平衡计分卡维度组织、AHP赋权、模糊综合法和统计检验相结合的方法链应用于国际物流企业场景，贴近业务痛点与管理诉求，形成可以复用的实施范式。在实践中，通过构建与企业战略目标结合的更新关键绩效指标体系形成指标-行为-结果的闭环，完成从部门到个人的目标联动，为国际物流企业在现金流优化、客户体验提升和员工个人成长发展之间实现协同提供了可操作路径。
英文摘要：	With the in-depth integration of global supply chain restructuring and digital technologies, the international logistics industry is undergoing profound transformations, which simultaneously places higher demands on the accuracy and foresight of corporate performance management. As a leading enterprise in the international logistics sector, D Logistics Company faces prominent issues in its current Key Performance Indicators (KPIs), such as fragmented measurement standards, weak implementation, and insufficient improvement in customer experience. Guided by the principles of system improvement and comparative empirical research, constructing and verifying a set of KPIs tailored to maritime shipping scenarios—so as to achieve a data-driven management transformation from "result-based accounting" to "equal emphasis on processes and results"—has become a crucial management issue that urgently needs to be addressed. This study aims to build a practical and verifiable KPI system suitable for the maritime shipping scenarios of international logistics enterprises. Firstly, through brainstorming and the fishbone diagram method, an in-depth analysis of the company's existing performance problems was conducted to identify the key factors affecting customer satisfaction and operational efficiency. Secondly, the Balanced Scorecard (covering financial, customer, process, and learning & growth dimensions) was used to organize the indicator pool, and the Analytic Hierarchy Process (AHP) was applied to scientifically determine the weight of each indicator. Finally, the company's operational data from 2024 to 2025 was collected, and correlation and regression analyses were incorporated into the methodological closed loop to comparatively verify the superiority of the new system in implementation and application. The research confirms that the financial dimension exhibits stronger binding force after the tightening of measurement standards and the launch of the "complete billing timeliness" indicator, with the proportion of bills overdue for 30 days showing a downward trend. In the customer dimension, "4X exception visualization" and "status update timeliness" have improved information transparency, and there is a significant positive correlation between these two indicators and overall performance. In the process and learning & growth dimensions, the implementation behavior has been further refined through the setting of individual goals. The innovation of this paper lies in applying a methodological chain that combines Balanced Scorecard dimension organization, AHP weighting, fuzzy comprehensive evaluation, and statistical testing to the context of international logistics enterprises. This approach addresses practical business pain points and management needs, forming a reusable implementation paradigm. In practice, by constructing an updated KPI system aligned with the enterprise's strategic goals, a closed loop of "indicator-behavior-result" is formed, enabling the linkage of goals from departments to individuals. This provides an operable path for international logistics enterprises to achieve synergy among cash flow optimization, customer experience enhancement, and employee personal development.
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