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1、华南理工大学广州学院本科生毕业设计（论文）翻译英文原文名 Ensuring the Consistency ofCompetitive Strategy andLogistic Performance Management 中文译名 确保物流管理和绩效的一致性 学 院 管理学院 专业班级 工商管理7班 学生姓名 伍世立 学生学号 200930133094 指导教师 刘飞燕 讲师 填表日期 2013年5月15日 二一三 年 五 月英文原文版出处： 译文成绩： 指导教师（导师组长）签名： 译文：确保竞争战略和物流绩效管理的一致性摘要生产企业经常只是达到降低物流绩效和物流宗旨、物流绩效目标、物流绩效
2、管理行为之间的矛盾的水平。定性的模型是影响他们两个之间相互依赖水平的因素。首先是物流活动之间，第二是物流绩效方法和物流计划与控制参数。专家认识的得到是来自关于物流系统促进定性的影响模型的解释和评价的动态行为的建模。在这基础上，一致的物流目标能够定义和明确，导向计划和控制行为也能够辨认。那个模型见解是整合物流绩效分析程序和使用工具提高物流师理解他们的管理决策和提高物流绩效的闭合管理的效果。关键词：物流绩效，绩效管理，定性模型1、介绍生产企业之间的竞争是基于产品功能，产品和服务舒适性 价格产品质量和物流绩效。竞争优势二分之一的起源来自于策略设计产品或产品系统独立性。优势基于后面三个因素首先要设置足
3、够的战略目标，第二，他们也依靠优越的使用性能。为了达到所需要的性能水平，制造企业必须确保他们的竞争战略和他们的运行绩效的管理行为是一致的。这个特别适用于上文的物流绩效。物流绩效目标之间和因为无规划和控制参数的不一致，是物流性能过剩的根源之一。物流绩效作为一个重要客户，购买标准发展成了一个证明制造公司成功的因素。这些公司必须配备绩效管理方法去支持他们避免这些矛盾。作为一个解决方案，本文提出了定性物流影响模型和一个对物流绩效诊断的方法。它首先提供了一个大概后果，就是物流战略管理决策要物流绩效管理操作。第二，它介绍了两种类型的定性影响模型这代表了物流行为和物流绩效之间和物流计划和控制参数的相互依赖关
4、系。一般来自对这些模型的评价都是概括性的。第三，作为影响模型的实际应用，这文章提出了一种诊断程序和软件工具是影响制造公司操作物流绩效的因素。2 连接战略上和操作的物流管理由于第1节中描述的市场发展，许多制造企业采用的竞争策略，基于其物流绩效，其物流战略成为竞争策略。物流管理战略有两个主要任务：制定物流战略目标，物流和生产系统的设计。这两个任务的物流运作管理的反响。的重要后勤目标取决于其产品投放策略，即它是否满足顾客的需求，从成品产品的商店或是否满足具体的客户订单，直接从生产制造公司。因此，该公司的经营业绩目标和随之而来的规划和控制行动有“高服务水平”和“低延迟交付”或“高送可靠性”和“短的交货
5、时间”，分别来自主要目标。产品交付策略也会对一个制造公司的物流系统的设计造成影响，包括或遗漏销售物流过程。在更详细设计制造公司采购，生产和销售物流的三个物流过程中，它的标准实行跟随物流参考模型的方案。这些模型通常提供一个可以选择每个物流过程的设计模板的几个流程模型。一个分析过程参考模型的开发，西门子关注的基础是供应链运作参考模型推导了所谓制造企业的物流配置。这些配置的物流过程在物流职能时间中扮演一个主动的部分。显然，只有物流活动过程追求明确的物流目标，完成物流计划和控制行为，所以在制造企业的物流绩效有影响。因此，公司的特定物流配置形态的基本结构相关物流相互依赖关系。再说，这个结构决定了性能目标
6、的准确操作、计划、和控制行为的一致性必须实现。工业企业物流决策是在物流相互依赖组织的基础上的。为了确保分析的总体适用性，文章考虑到了股票组织配置。3、建模和分析物流之间的相互依赖一般地分析模型是用来描述和分析物流的流程相之间互依赖关系的。这些模型往往缺乏清楚地建立物流绩效指标和、操作计划、控制行为之间的关系过程是能够采取的。此外，单独物流流程之间的相互依赖是不全面考虑的。为克服这些缺点，定性的影响模型能整体识别物流相互依赖内跨进程和边界的编译。这个模型是生产系统和物流研究所基于物流操作曲线理论研制的。这个理论包括的范围是分析模型关于物流库存和生产系统行为。使用数学关系的模型，这是可能建立物流相
7、互关系在物流目标和物流绩效措施、参数之间是通过计划和控制行为被控制的。31 物流绩效目标的相互依赖IFA开发了两套物流绩效给生产和储存流程。对于孤立的物流流程，一个关于绩效之间的相互依赖的定性描述是有效的。作为一个拓展，图表2展示三个制造公司物流流程的两套绩效的组合。至于分离的进程，物流目标能够分配两个方向的物流性能和物流成本。后者可以进一步被分解成过程成本和库存成本。图2：概述物流目标之间的相互依赖关系图中还总结了定性分析的结果在国际米兰的第一依赖关系进行了演绎推理的方法。主要的观点是三个方向对应于彼此在所有三个物流流程的目标。相反地，被发现的目标方向的物流性能和工艺成本以及过程成本和库存成
8、本之间存在明显冲突。因此，图表2加以类别强大通讯和强烈冲突目标之间的相互关系。3.2 计划、控制行为和物流性能措施之间的相互关系业务规划和控制行动，对制造企业的物流绩效的影响建模技术控制流程和物流绩效管理之间通过一个比喻。因此，物流相互依存关系定性的影响与控制系统理论从已知的框图模型所示。一个例子是如图所示。 3，适应的生产物流过程中的影响模型10定性的影响模型描绘了连接的物流绩效措施的原因和效果链物流的计划和控制行动，所谓的决定因素修改的参数。参照从图的一个例子。 3，生产物流过程的“吞吐量”和“利用”为蓝本的性能措施作为控制变量“WIP水平”的功能。后者计算出作为两个操纵变量“实际inpu
9、f和”实际outpuf之间的差异。操纵变量的值又决定因素控制：实际投入的决定“发布实际工作内容”和“实际发行日期”，实际输出的决定“实际能力”和“能力提供日期”。显然，第一对的决定因素是参数化的部分的顺序发布，而第二对依赖于能力控制决定。图表3：关于生产计划和管制的定性影响模型对于采购和配送物流过程的库存管理，一个类似的影响模型已经开发了。此外，物流过程的连接变量已经被发现所以有因果关系的链扩展过程超过可能被追踪的界限。通过使用这些模型，物流能够辨认所有计划和控制行为影响一个确定的执行措施。反之亦然，他们可以通过确定的计划和控制行为找到所有性能的措施是有影响的。3.3定性评价物流相互依赖关系物
10、流操作曲线理论不仅决定了结构的上面给出的影响模型，IFA的专业知识在解释定量模型理论也有助于一个定性的物流相互依赖关系评价。这个过程的结果在两种类型的指南物流绩效管理:指南的一致定义是物流目标和方针目标的识别物流规划和控制行为。下面给出两种示例类型：制造企业的物流过程应该共同追求相应的目标方向图2所示。相反,结合目标的追求从冲突的方向应该被避免。某些目标的价值观构成的物流流程规划值参数在其他进程的设置值必须是一致的。一个物流过程的计划和控制行为改善其物流绩效,无论是在规模和响应能力是最有效的。为提高物流绩效,制造企业必须实现目标取向和规划和控制的行动在所有物流流程中是一致性的。这也是必不可少的
11、很好实现物流成本水平较低的性能。计划和控制动作操纵程度和时间的投入和输出的生产资源和商店是他们改善物流绩效最有效的。 排序决策和专用容量调整是最有效的计划和控制行为的角度fi“唵单一客户订单在这样的前提下, 后勤工作人员负责遵循这些指导方针,制造企业可以确保应用程序的物流绩效管理实践,都是一致的和有效的。4、使用定性模型为物流绩效诊断 为了使制造企业能够直接应用定性影响模型和指导物流绩效管理，IFA在他们的基础上开发一个物流绩效诊断程序和工具。图4 诊断程序和工具的应用包括三个阶段：绩效考核，分析，诊断和治疗的定义。在第一阶段中，制造公司正在考虑收集性能数据。这有利于通过诊断工具的用户界面的输
12、入部显示在图的顶部。 一种交互式的问卷调查提供了一种结构，用于在物流绩效需要的信息。物流配置，目标实际性能以及物流的计划和控制的做法应用被记录下来。在这个阶段，物流绩效赤字变得显而易见。 在第二阶段中，性能数据使用的数据库的分析诊断软件工具。系统的诊断程序确定的原因的物流绩效财政赤字。常规识别物流目标不一致的地方，以及物流绩效措施之间的不一致及物流的计划和控制行动。诊断还指出情况下，应用的规划和控制措施不最大限度地发挥物流性能。 在第三阶段，利用数据库中包含的治疗规则，以确保物流管理的做法，确定行动的一致性当前的物流性能改善。物流绩效的原因赤字和行动的建议所强调的改善的报道，可以通过在用户界面
13、的访问（参见图4中的顶部）。5、结论 定性影响物流模式，本文提出一个切实可行的手段，以确保物流绩效为基础的竞争战略和业务的物流绩效管理的一致性。最重要的是，模型帮助制造企业识别那些业务计划和控制行动，使他们能够有效地提高特定的物流绩效措施。事实上，该模型考虑物流过程之间的相互关系 - 以及那些在流程内 - 是一个额外的好处。因此，一致的战略和运营的物流管理是促进制造公司的所有物流过程。 超越目前的发展状况，影响的定性模型的两个重要的改进是可能的。首先，生产过程中可能会被分解成制造和装配过程的组合与可变数量的生产阶段和转移客户订单解耦点6，11。定性模型的发展和分析应延长得到的更详细的制造公司的
14、物流配置。二，定性模型可作为发展的额外定量物流模型的基础。例如，建立和验证业务规划和控制参数和物流绩效措施之间的数学关系，扩大物流工作曲线的理论是可行的。Ensuring the Consistency of Competitive Strategy and Logistic Performance ManagementGregor von Cieminski and Peter NyhuisInstitute of Production Systems and Logistics (IFA),Gottfried Wilhelm Leibniz Universitat Hannover,An
15、der Universitat 2, D-30823 Garbsen, GermanyEmail: cieminski, nyhuis ifa.uni-hannover.deAbstractManufacturing companies often merely attain reduced levels of logistic performance due to inconsistencies between their logistic objectives, logistic performance targets and logistic performance management
16、 actions. Qualitative influence models represent the inter-dependencies between these factors on two levels: firstly between logistic objectives, secondly between logisticperfomiance measures and logistic planning and control parameters. Expert knowledge gained from modelling the dynamic behaviour o
17、f logistic systems facilitates the interpretation and evaluation of the qualitative influence models. On this basis, consistent logistic objectives can be defined and objective-oriented planning and control actions can be identified. The modelling insights are integrated into a logistic performance
18、diagnosis procedure and tool that improve logisticians understanding of the consequences of their management decisions and enhance the closed-loop management of logistic performance.KeywordsLogistic performance, performance management, qualitative model1 IntroductionManufacturing companies compete w
19、ith each other in terms of product functionality, product and service flexibility, price, product quality and logistic performance 1. Competitive advantages in terms of the first two factors originate from the superior strategic design of products or production systems, respectively. Advantages in t
20、erms of the latter three factors firstly require the setting of adequate strategic objectives. Secondly, they also depend on superior operational performance. In order to attain the performance levels required, manufacturing companies have to ensure that their Please use the following format when ci
21、ting this chapter: competitive strategies and their operational performance management actions are consistent 2. This especially applies to the context of logistic performance: Wiendahl et al. 3 name inconsistencies between logistic performance objectives and operational planning and control paramet
22、ers as one of the root causes of logistic performance deficits. As logistic performance has become an important customer purchase criterion 4 and developed into a proven success factor for manufacturing companies 5, the companies have to be equipped with performance management approaches that suppor
23、t them in avoiding these inconsistencies.As a solution, this paper proposes qualitative logistic influence models and an approach for logistic performance diagnosis. It first provides a general overview of the consequences that strategic logistics management decisions have for operational logistic p
24、erformance management. Second, it introduces two types of qualitative influence models that represent the inter-dependencies between logistic objectives as well as between logistic performance measures and logistic planning and control parameters. General insights gained from the interpretation and
25、evaluation of these models are summarised. Third, as practical applications of the influence models, the paper presents a diagnostic procedure and software tool for factors affecting the operational logistic performance of manufacturing companies.2 Linking Strategic and Operational Logistics Managem
26、entGiven the market developments described in section 1, many manufacturing companies adopt competitive strategies based on their logistic performance; their logistic strategies become competitive strategies. Strategic logistics management has two main tasks: the formulation of strategic logistic ob
27、jectives and the design of logistic and production systems. Both of these tasks have repercussions for operational logistics management. The primary logistic objectives of a manufacturing company depend on its product-delivery strategy, i.e. whether it satisfies customer demands from a finished-prod
28、ucts store or whether it fulfils specific customer orders directly from production. Accordingly, the companys operational performance objectives and the ensuing planning and control actions have to be derived from the primary objectives high service level and low delivery delay or high delivery reli
29、ability and short lead times, respectively.The product-delivery strategy also influences a design aspect of manufacturing companies logistic systems: the inclusion or omission of the distribution-logistics process. In the more detailed design of the three logistic processes of manufacturing companie
30、s - procurement, production and distribution logistics - it is standard practice to follow the prescriptions of logistic reference models. These models typically provide a choice of several process models as design templates for each of the logistic processes. An analysis of the process reference mo
31、dels developed by the Siemens concern 6 on the basis of the supply-chain operations reference model 7 led to the derivation of so-called logistic configurations of manufacturing companies 8 (see fig. la and lb). These configurations indicate those logistic processes that play an active part in the f
32、ulfilment of the logistics function. Obviously, only logistically-active processes pursue explicit logistic objectives, carry out logistic planning and control actions, and therefore have an impact on the logistic performance of a manufacturing company. Hence, the specific logistic configuration of
33、a company shapes the basic structure of the relevant logistic inter-dependencies(see fig. Id). In turn, this structure determines the exact operational performance objectives and planning and control actions whose consistency has to be achieved.Fig. 1. Configurations of industrial-enterprise logisti
34、cs detennine the basic structure of thelogistic inter-dependenciesTo ensure the general applicability of the analysis, this paper considers a make-to-stock configuration, in which all processes affect the logistic performance.3 Modelling and Analysing Logistic Inter-dependenciesGenerally, analytical
35、 models of logistic processes are used to describe and analyse logistic inter-dependencies. These models often fall short of clearly establishing the relationships between logistic performance measures and the operational planning and control actions that the logistic processes can take. Moreover, i
36、nter-dependencies between separate logistic processes are not comprehensively taken into account. To overcome these shortcomings, qualitative influence models that holistically identify logistic inter-dependencies within and across process boundaries were compiled 8. The models are based on the Theo
37、ry of Logistic Operating Curves developed at the Institute of Production Systems and Logistics (IFA) 9. This theory includes a range of analytical models of the logistic behaviour of inventories and production systems. Using the mathematical relationships of the models, it is possible to establish l
38、ogistic inter-dependencies on two levels -between logistic objectives (see section 3.1) and between logistic performance measures and parameters that are manipulated through planning and control actions (see section 3.2).3.1 Inter-dependencies between Logistic Performance ObjectivesIF A has develope
39、d sets of logistic objectives for both production and storage processes. For isolated logistic processes, a qualitative characterisation of the inter- dependencies between the objectives is available 9. As an extension, fig. 2 shows the combination of the sets of objectives of the three logistic pro
40、cesses of manufacturing companies. As for the separate processes, the logistic objectives can be assigned to the two directions logistic performance and logistic costs. The latter can further be differentiated into process costs and inventory costs.Fig. 2. Overview of inter-dependencies between logi
41、stic objectivesThe figure also summarises the results of a first qualitative analysis of the inter- dependencies carried out by means of deductive reasoning. The main insight was that the objectives of each of the three directions correspond to each other across all three logistic processes. Convers
42、ely, marked conflicts were found to exist between the objectives of the directions logistic performance and process costs as well as process costs and inventory costs. Accordingly, fig. 2 categorises the inter-dependencies between the objectives into strong correspondences and strong conflicts. (Mor
43、e detailed results of the analysis are provided in 8.)3.2 Inter-dependencies between Planning and Control Actions and Logistic Performance MeasuresThe effects of operational planning and control actions on the logistic performance of manufacturing companies are modelled through an analogy between te
44、chnical control processes and logistic performance management. Accordingly, logistic inter-dependencies are illustrated in qualitative influence models that are comparable to the block diagrams known from control-systems theory. An example is shown in fig. 3, the influence model of the production-lo
45、gistics process adapted from 10,The qualitative influence models depict the cause-and-effect chains linking the logistic performance measures to the parameters modified by logistic planning and control actions, the so-called determinants. Referring to an example from fig. 3, the performance measures
46、 of production-logistics processes throughput time and utilisation are modelled as functions of the controlled variable WIP level. The latter is calculated as the difference between the two manipulated variables actual inpuf and actual outpuf. The values of the manipulated variables are in turn cont
47、rolled by determinants: the actual input by the determinants actual work content released and actual release date, the actual output by the determinants actual capacity provided and date of capacity provision. Obviously, the first pair of determinants is parameterised as part of the order release, while the second pair depends on capacity-control decisions.Fig. 3. Qualitative influence model of production planning and control (adapted from 10)For the inventory management of procurement and distribution logistics processes, a similar influence model ha
