供應鏈績效之驅動平衡分析-資料下載頁
2025-06-16 01:17本頁面
【正文】 成本現(xiàn)金周轉率減少提前期彈性響應成本運作設計革新有效提前期率時間柔性目標成本新產(chǎn)品銷售率未來發(fā)展性角度客戶服務角度目標測評指標目標測評指標流程化信息集成組織協(xié)調(diào)產(chǎn)品最后組裝點信息共享率團隊參與程度訂單時間客戶保有服務及時客戶價值訂單總循環(huán)期客戶保有客戶響應時間認同客戶價值率 五、 小結 供應鏈管理的日益深入的研究使得實際操作者對其切實的運作提出了越來越高的要求：如何提高績效？如何整合現(xiàn)有稀缺的資源？如何了解自身的競爭力來源？因此正確的分析自身所處的供應鏈的績效驅動和業(yè)務流程的現(xiàn)狀就是進行下一步績效改進的先決條件。本文從這個角度做出先行的探索，如何尋找適合中國企業(yè)的供應鏈改進理論和機制，還需要進一步的研究。參考文獻：[1] Robert S. Kaplan, David P. Norton, the Balanced Scorecard – Measures That Drive Performance, Harvard Business Review, 1992a,IanFeb,p7179[2] Robert S. Kaplan, David P. Norton, Linking the Balanced Scorecard to Strategy, California business Review, 39,1996b[3] Robert S. Kaplan, David P. Norton, the Balanced Scorecard – Translating Strategy Into Action. Harvard Business School Process, Boston,MA,1996c[4] Remko I. van Hoek, “Measuring the unmeasurable” measuring and improving performance in the supply chain， Supply Chain Management, 1998, Vol 3 [5] Harland C M, Supply chain management: relationship, chains and networks, British Journal of Management, 1996, Mar.[6] Benita M. Beamon, Measuring supply chain performance, International Journal of Operations amp。 Production Management,1999, Vol 19, pp275292[7] Ricardo Ernst, Bardia Kamrad, Evaluation of supply chain through modularization and postponement, European Journal of Operation Research,124, 2000,[8] 陳志祥，供應鏈管理模式下的生產(chǎn)計劃與控制研究：[博士學位論文]。武漢：華中理工大學[9] Edward , The four supply chain enabler, Supply Chain Management Review, 2000, March/April[10] Maskell , Performance measuring for world class manufacturing, Productivity Press, Porland, OR，1991[11] 馬士華，林勇，[M].北京：機械工業(yè)出版社，200017 / 1
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