【正文】 s expertise in the interpretation of the quantitative models of the theory also facilitates a qualitative evaluation of the logistic interdependencies [8]. This process results in two types of guidelines for logistic performance management: guidelines for the consistent definition of logistic objectives and guidelines for the identification of objectiveoriented logistic planning and control actions. Examples for both types are given below: ?The logistic processes of manufacturing panies should jointly pursue corresponding objectives in the directions shown in fig. 2. Conversely, the bined pursuit of objectives from conflicting directions should be avoided. ?Certain target values of logistic processes constitute values of planning parameters in other processes. The value settings for both have to be consistent. ?A logistic process39。s 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 reliability and short lead times, respectively. The productdelivery strategy also influences a design aspect of manufacturing panies39。 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。例如，建立和驗證業(yè)務(wù)規(guī)劃和控制參數(shù)和物流績效措施之間的數(shù)學關(guān)系，擴大物流工作曲線的理論是可行的。定性模型的發(fā)展和分析應(yīng)延長得到的更詳細的制造公司的物流配置。 超越目前的發(fā)展狀況，影響的定性模型的兩個重要的改進是可能的。事實上，該模型考慮物流過程之間的相互關(guān)系 以及那些在流程內(nèi) 是一個額外的好處。 結(jié)論 定性影響物流模式，本文提出一個切實可行的手段，以確保物流績效為基礎(chǔ)的競爭戰(zhàn)略和業(yè)務(wù)的物流績效管理的一致性。 在第三階段，利用數(shù)據(jù)庫中包含的治療規(guī)則， 以確保物流管理的做法，確定行動的一致性當前的物流性能改善。常規(guī)識別物流目標 不一致的地方 ，以及物流績效措施之間的不一致及物流的計劃和控制行動。 在第二階段中，性能數(shù)據(jù)使用的數(shù)據(jù)庫的分析診斷軟件工具。物流配置，目標實際性能以及物流的計劃和控制的做法應(yīng)用被記錄下來。這有利于通過 診斷工具的用戶界面的輸入部顯示在圖的頂部。 圖 4 診斷程序和工具的應(yīng)用包括三個階段：績效考核，分析，診斷和治療的定義。 排序 決策和專用 容量調(diào)整是最有效的 計劃和控制行為的角度 fi“唵單一客戶訂單 在這樣的前提下 , 后勤工作人員負責 遵循這些指導(dǎo)方針 ,制造企業(yè)可以確保應(yīng)用程序的物流績效 管理實踐 ,都是一致的和有效的 。這也是必不可少的 很好 實現(xiàn) 物流成本 水平較低 的性能 。 一個物流過程的計劃和控制行為改善其物流績效 ,無論是在規(guī)模和響應(yīng)能力是最有效的 。相反 ,結(jié)合目標的追求從沖突的方向應(yīng)該被避免。這個過程的