Y公司物流绩效评价与流程改进研究

上海交通大学硕士学位论文Y公司物流绩效评价与流程改进研究姓名：高玉娜申请学位级别：硕士专业：物流工程指导教师：乐美龙;李中江20080101IY,,IIIIITHESTUDYOFLOGISTICSPERFORMANCEEVALUATIONSYSTEMANDPROCEDUREIMPROVEMENTOFYCOMPANYABSTRACTBecauseoftherapiddevelopmentofinformationtechnologyandeconomicglobalization,enterprisesarefacingwiththecompetitionofunprecedentedintensity.Theneedsofcustomersaregettingmoreandmorepersonalizedwithhigherrequirements.Sinceprofitmarginsaregettingnarrowdown,enterprisesneedtoconstantlyfindoutnewwaysforprofit.Logisticsisfocusedasthethirdsourceofenterpriseprofit.Theessenceoflogisticsmanagementisonhighefficiencyoflogisticssystemandminimizingoftotallogisticscost.TheperformanceevaluationsystemoflogisticsmanagementwillbeagoodmirrorforperformingandimprovingthecompanieslogisticsIVmanagement.Theperformanceevaluationsystemreflectsthecompaniesmultilayered,all-sidedlogisticsmanagementmeasures.Thispaperistoanalyzetheimportanceoflogisticsmanagementtocompanies,startingfromthecompanieslogisticsstratagem,bringinguptwostratagemsofimprovingtheefficiencyoflogisticsmanagementandlogisticsproductivityatfirst.Secondly,withtheaimofimprovingtheefficiencyofthelogisticsmanagementandlogisticsoperation,designedatheperformanceevaluationsystemutilizingBalancedScoreCardcustomsstation,whichcanshowandmaketheevaluationtargetondifferentareaandlevel.Studiedagainenhancedthelogisticsmanagementefficiencystrategyneedtocarryontheconcreteinternalprocedureimprovement.Thirdly,Inordertoletthelogisticsmanagementperformanceevaluationsystemreflectsthereallogisticsmanagementstatus,correctthedeficiencyofvendormanagementinthelogisticsmanagementperformanceevaluationsystemsystem,wehavetodesignandanalyzethevendorperformanceevaluationsystem.Finally,wehopetheoutstandingmanagementmethodcanextendVenterprisemanagers'waysofthinking,andguideothersmallandmedium-sizedenterpriselogisticsmanagement,reachestheessenceoflogisticsmanagement.KEYWORDSlogisticsmanagement,vendormanagement,procedureimprovement,performanceevaluationsystemIII2008110IV200811011.11.1.121.1.21YYY2Y3YY41.1.3Y1.1.4Y3Y11FIGURE1Theframeworkoflogic1.2YY42.12.1.11982252FIGURE2Theschematicdrawingofsupplychainstructured33FIGURE3Thenetworkmodelofsupplychain62.1.2SupplyChainManagement,SCMWorkFlow(PhysicalFlow)(FundsFlow)(InformationFlow)12342.1.3744FIGURE4TetheorymodelofIntegratedsupplychainmanagement1997PRTMPittiglioRabinTodd&Mcgrath110%215%325~35%410%515%~20%63%15%740~6582.1.4.1239452.2102.3(ElectronicCommerce)()()()B2BBusinesstoBusinessB2B2.438001180UPSFedexERP2.51234512Y13Y3.1YY2002Y5060070%YCDMAFWTCDMACDMACDMAGSM200612250CDMACDMA50CDMAYCDMAGSM3.2YYYCDMACDMACDMACDMAGSMPullCDMA14CDMAPullPushYY3.2.1140%±10%20062509012GSMGSMCDMACDMA12~18YGSM---GSMCDMACDMACDMACDMA15MRP3.2.2Y70%30%100%16Y3.2.3YY5YY9%37%54%5YFIGURE5ThestockaccountdistributionschematicdrawingofYCompany3.2.4YYYYY6176YFIGURE6TransportingschematicdrawingofYcompany3.2.5Y2004Y3.2.6YYYNN…….…….181MRP200618%23453.3YYY12194.14.24.2.1BalancedScoreCardBSC1992·S··P·GartnerGroup2000100040%perspectivefinancecustomerinternalbusinessprocesslearning20andgrowth7BSC7FIGURE7FourlayersofBalancedScoreCard2188FIGURE8Thevaluechainofinterioroperationflow224.2.29239FIGURE9ThefourimportantmanagementflowsofBalancedScoreCard244.2.3YY1234512Y10YYY123252610YFIGURE10LogisticsmanagementStratagemofYcompany27-----12NOTESERP3F1F2F3C1C2I1I2I3EOQL1L2L31YTABLE1TheBalancedScoreCardoflogisticsmanagement281laggingIndicatorsleadindicators1Y4.2.4Y11LAV2LAT=R/LAVRLAV293LCC=LAV×ACRLAVACRACR4TLC=LE+LCCTLCTRCTICTSCTTCTWCTLC=TRC+TIC+TSC+TTC+TWC…………..…………………………(1)TRCTICAIVICRICC=AIV×ICR………………………………....…………..…(2)ICRAIVICR10%30%ICR10%40%iAIVAILUIVUIVUIVAIVAIVi=AILi×UIVi………………………..………………………(3)TSCTTCTWCAEH/WWR/SCRIHSI/SCR305LVA=PLCCPLCC.EVALVALVA21100%=×……………………………….…………(4)2LSCTLC=TRC+TIC+TSC+TTC+(TWCCSP=LART331100%=×……………………….…(5)4100%=×……………………………….(6)5=100××Σ×Σ×Σ…(7)6A1CA231ALDMADPFESDFDtADDFALDt=DtFt………………….................….......................……(8)nMADnALD1(Dt)/==∑niMADALn…………………………………..……………(9)PFEtPFEtALDt/Dt=…………………………………...……………(10)SDFDSDFD=1.25×MAD……………………………..…………………(11)32SKUstockkeepinguint3311YSKU50%150%175%300%25%100%80%200%15%75%75%150%0%50%100%150%200%250%300%(%)11YFIGURE11Thesurveyor’spoleofforecastveracity2EOQEOQPOCADICRUIV12EOQEOQ=[2×POC×AD/ICR×UIV]1/2……………………….……...(12)EOQEOQ=[2×POC×AD/ICR×{1-d}×UIV]1/2…………………………..(13)d5%10%15%3312FIGURE12Economicorderquantity3ITRITRITRADSAIVADSITRAIV=………………………………………………………(14)AIV=+++VMI……………….(15)4100%=×…………………………….……(16)5A30B60C180+EOQ34100%=×…………………………………(17)62Y10060(AX-A1)(B2-B1)BX=+B1(A2-A1)……………………………….(18)CDMA3325221828222518GSM35252014252222162YTABLE2Thetimelineofproduct(week)41352value-addedperemployee3strategicjobcoverageratio3Y15%210%340%440%55%3YTABLE3CompetencerateofStrategyjob4Y3654.3YYY4.3.11YY4YK123456F156103211219163178F113443221282160209D1175721623012989ALDt=DtFt39475113390ALD1t=DtF1t181455230120PFEtALDt/Dt=34%82%2%5%26%101%PFE1tALD1t/Dt=15%24%2%23%23%135%4YTABLE4Theforecastanalysissheetofsomeproduct37150%230%320%13050100150200250300123456FF1D13FIGURE13Thedrawingbetweenoffo