發(fā)布時(shí)間：2019-05-28 06:50

【摘要】：摘要：在日趨激烈的市場競爭中,一個(gè)企業(yè)要想取得競爭優(yōu)勢,必須不斷提高其整體管理水平,特別是供應(yīng)鏈績效管理水平。傳統(tǒng)的績效考核對供應(yīng)鏈管理的影響往往是被動(dòng)的和階段性的。實(shí)踐證明,提高績效的有效途徑是對員工的績效進(jìn)行全過程的績效管理,而以目標(biāo)為導(dǎo)向的績效管理系統(tǒng)在現(xiàn)實(shí)工作中更是取得了越來越明顯的效果。 如何提高產(chǎn)量、降低成本、保證質(zhì)量、按時(shí)交貨,成為傳統(tǒng)制造行業(yè)的首要目標(biāo)體系。其中供應(yīng)鏈管理在這之中作用相當(dāng)大：因?yàn)楣⿷?yīng)鏈管理存在的問題造成成本上升、交貨脫期、質(zhì)量下降、產(chǎn)量降低都成為制約企業(yè)發(fā)展的瓶頸,此類問題的根源在于績效管理的錯(cuò)位和空缺。 本文立足于當(dāng)前企業(yè)供應(yīng)鏈的實(shí)際運(yùn)作,通過對A公司當(dāng)前供應(yīng)鏈管理運(yùn)作流程和現(xiàn)階段績效管理指標(biāo)體系現(xiàn)狀的進(jìn)行深入分析,指出當(dāng)前供應(yīng)鏈管理中存在的問題,結(jié)合國內(nèi)外先進(jìn)供應(yīng)鏈管理中的績效管理理論,關(guān)鍵績效指標(biāo)法,平衡積分卡,采用理論與實(shí)際相結(jié)合的方法,從績效目標(biāo)計(jì)劃的設(shè)定、績效實(shí)施、檢查與輔導(dǎo)、績效評估、績效反饋、績效評價(jià)結(jié)果運(yùn)用等方面,詳細(xì)闡述了績效管理指標(biāo)體系的改進(jìn)的全方程,終于整合供應(yīng)鏈各部門之間的銜接和連貫,改善工作環(huán)境、明確目標(biāo)體系,期望探索出一條適合傳統(tǒng)制造行業(yè)的績效管理之路。本問從對績效管理的相關(guān)理論和方法研究的角度出發(fā),全面探討了部門績效管理體系的方法、內(nèi)容和流程,作者希望通過研究一方面能為A公司績效管理工作提供理論指導(dǎo),另一方面也為其他中小型制造企業(yè)建立部門績效管理指標(biāo)體系提供參考和借鑒。
[Abstract]:Absrtact: in the increasingly fierce market competition, in order to gain competitive advantage, an enterprise must constantly improve its overall management level, especially the level of supply chain performance management. The influence of traditional performance appraisal on supply chain management is often passive and phased. Practice has proved that the effective way to improve performance is to manage the performance of employees in the whole process, and the goal-oriented performance management system has achieved more and more obvious results in practical work. How to improve output, reduce cost, ensure quality and deliver on time has become the primary target system of traditional manufacturing industry. Among them, supply chain management plays a great role in this: because the existing problems of supply chain management cause the cost to rise, delivery out of time, quality decline, output reduction have become the bottleneck restricting the development of enterprises. The root of this kind of problem lies in the dislocation and vacancy of performance management. Based on the actual operation of the current enterprise supply chain, through the in-depth analysis of the current supply chain management operation process of Company A and the present situation of the performance management index system, this paper points out the problems existing in the current supply chain management. Combined with the performance management theory, key performance index method, balanced scorecard in advanced supply chain management at home and abroad, using the method of combining theory with practice, from the setting of performance target plan, performance implementation, inspection and guidance, performance evaluation, In the aspects of performance feedback and the application of performance evaluation results, this paper expounds in detail the whole equation of the improvement of the performance management index system, and finally integrates the cohesion and coherence among the various departments of the supply chain, improves the working environment, and clarifies the target system. It is expected to explore a way of performance management suitable for the traditional manufacturing industry. From the point of view of the research on the relevant theories and methods of performance management, this paper comprehensively discusses the methods, contents and processes of the performance management system of the department. The author hopes that on the one hand, the author can provide theoretical guidance for the performance management of Company A. On the other hand, it also provides reference and reference for other small and medium-sized manufacturing enterprises to establish departmental performance management index system.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F274

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本文編號：2486828