【正文】 關(guān)系，擴(kuò)大物流工作曲線的理論是可行的。 Ensuring the Consistency of Competitive Strategy and Logistic Performance Management Gregor von Cieminski and Peter Nyhuis Institute of Production Systems and Logistics (IFA), Gottfried Wilhelm Leibniz Universitat Hannover, An der Universitat 2, D30823 Garbsen, Germany Email: {cieminski, nyhuis} @ Abstract Manufacturing panies often merely attain reduced levels of logistic performance due to inconsistencies between their logistic objectives, logistic performance targets and logistic performance management actions. Qualitative influence models represent the interdependencies between these factors on two levels: firstly between logistic objectives, secondly between logistic perfomiance measures and logistic planning and control parameters. Expert knowledge gained from modelling the dynamic behaviour of logistic systems facilitates the interpretation and evaluation of the qualitative influence models. On this basis, consistent logistic objectives can be defined and objectiveoriented planning and control actions can be identified. The modelling insights are integrated into a logistic performance diagnosis procedure and tool that improve logisticians39。 understanding of the consequences of their management decisions and enhance the closedloop management of logistic performance. Keywords Logistic performance, performance management, qualitative model 1 Introduction Manufacturing panies pete with 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 terms 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 panies have to ensure that their Please use the following format when citing this chapter: petitive 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 parameters as one of the root causes of logistic performance deficits. As logistic performance has bee an important customer purchase criterion [4] and developed into a proven success factor for manufacturing panies [5], the panies have to be equipped with performance management approaches that support 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 performance management. Second, it introduces two types of qualitative influence models that represent the interdependencies between logistic objectives as well as between logistic performance measures and logistic planning and control parameters. General insights gained from the interpretation and 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 panies. 2 Linking Strategic and Operational Logistics Management Given the market developments described in section 1, many manufacturing panies adopt petitive strategies based on their logistic performance。 their logistic strategies bee petitive strategies. Strategic logistics management has two main tasks: the formulation of strategic logistic objectives 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 pany depend on its productdelivery strategy, . whether it satisfies customer demands from a finishedproducts store or whether it fulfils specific customer orders directly from production. Accordingly, the pany39。s operational performance objectives and the ensuing planning and control actions have to be derived