【文章內(nèi)容簡介】 from the primary objectives high service level and low delivery delay or high delivery reliability and short lead times, respectively. The productdelivery strategy also influences a design aspect of manufacturing panies39。 logistic systems: the inclusion or omission of the distributionlogistics process. In the more detailed design of the three logistic processes of manufacturing panies 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 models developed by the Siemens concern [6] on the basis of the supplychain operations reference model [7] led to the derivation of socalled logistic configurations of manufacturing panies [8] (see fig. la and lb). These configurations indicate those logistic processes that play an active part in the fulfilment of the logistics function. Obviously, only logisticallyactive processes pursue explicit logistic objectives, carry out logistic planning and control actions, and therefore have an impact on the logistic performance of a manufacturing pany. Hence, the specific logistic configuration of a pany shapes the basic structure of the relevant logistic interdependencies (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 industrialenterprise logistics detennine the basic structure of the logistic interdependencies To ensure the general applicability of the analysis, this paper considers a make tostock configuration, in which all processes affect the logistic performance. 3 Modelling and Analysing Logistic Interdependencies Generally, analytical models of logistic processes are used to describe and analyse logistic interdependencies. 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, interdependencies between separate logistic processes are not prehensively taken into account. To overe these shortings, qualitative influence models that holistically identify logistic interdependencies within and across process boundaries were piled [8]. The models are based on the Theory 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 logistic interdependencies on two levels between logistic objectives (see section ) and between logistic performance measures and parameters that are manipulated through planning and control actions (see section ). Interdependencies between Logistic Performance Objectives IF A has developed 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 bination of the sets of objectives of the three logistic processes of manufacturing panies. 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 interdependencies between logistic objectives The 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. Conversely, 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 interdependencies between the objectives into strong correspondences and strong conflicts. (More detailed results of the analysis are provided in [8].) Interdependencies bet