1、本科毕业论文（设计）外文翻译外文原文SUPPLYCHAINPERFORMANCEEVALUATIONTRENDSANDCHALLENGESEZUTAHUDONCYOLUGUANDKUANYEWWONGDEPARTMENTOFMANUFACTURINGANDINDUSTRIALENGINEERING,FACULTYOFMECHANICALENGINEERING,UNIVERSITYTECHNOLOGYMALAYSIA,81310UTMSKUDAI,MALAYSIAABSTRACTPROBLEMSTATEMENTINTODAYSMANUFACTURINGWORLD,GLOBALIZATIONPOL
2、ICIESANDREJUVENATIONHAVECREATEDAMOREINTENSIVECOMPETITIONAMONGSTMANUFACTURERSONTHEOTHERHAND,MANUFACTURERSHAVETURNEDTOTHEOPTIONOFADOPTINGINNOVATIVETECHNOLOGIES,PROCESSREENGINEERINGANDSTRATEGIESSUCHASEFFICIENTSUPPLYCHAINMANAGEMENTTOACHIEVEASUSTAINABLECOMPETITIVEADVANTAGEEFFECTIVESUPPLYCHAINPERFORMANCEM
3、EASUREMENTHASBEENIDENTIFIEDASAKEYISSUETOWARDSEFFICIENTSUPPLYCHAINMANAGEMENTTOEXPLORETHEEXTENTOFRESEARCHINSUPPLYCHAINPERFORMANCEMEASUREMENTANDESTABLISHTHEGAPINKNOWLEDGEINSUPPLYCHAINPERFORMANCEMEASUREMENTUSINGFUZZYLOGICOPERATIONAPPROACHLITERATURESINTHEAREAOFSUPPLYCHAINPERFORMANCEMEASUREMENTHADBEENEXTE
4、NSIVELYREVIEWEDBOTHTRADITIONALANDFUZZYLOGICAPPROACHESTOSUPPLYCHAINPERFORMANCEMEASUREMENTWERESCRUTINIZEDFURTHERSCRUTINYWASCARRIEDOUTTOESTABLISHPOTENTIALRESEARCHAREASINTHEAPPLICATIONOFFUZZYLOGICOPERATIONSINSUPPLYCHAINPERFORMANCEMEASUREMENTRESULTSTHESUPPLYCHAINPERFORMANCEMEASUREMENTUSINGFUZZYLOGICOPERA
5、TIONWASIDENTIFIEDASANEWDIRECTIONINMEASURINGTHEUNCERTAINTYANDAMBIGUITYSURROUNDINGSUPPLYCHAINPERFORMANCEMEASUREMENTDIRECTIONFORFURTHERSTUDIESINTHEAPPLICATIONOFFUZZYLOGICOPERATIONINSUPPLYCHAINMANAGEMENTANDITSPERFORMANCEMEASUREMENTWEREALSOIDENTIFIEDCONCLUSIONRESULTOFTHISSTUDYIMPLIEDTHATTHEREISSTILLAGAPI
6、NKNOWLEDGEINTHEAREAOFSUPPLYCHAINPERFORMANCEMEASUREMENTTHISNEWDIRECTIONOFSTUDIESINVOLVEDEXTENDINGTHEEXISTINGSUPPLYCHAINSTOINCORPORATEPRODUCTRECOVERYAFTERTHEUSEFULLIFEINTRODUCTIONSUPPLYCHAINMANAGEMENTCONCEPTORIGINATEDFROMTHERECOGNITIONTHATTHEPROCESSOFTRANSFORMINGRAWMATERIALSINTOFINALPRODUCTSANDDELIVER
7、INGTHOSEPRODUCTSTOCUSTOMERSISBECOMINGINCREASINGLYCOMPLEXONTHATNOTE,ITHASBECOMEINCREASINGLYAPPARENTTHATANALYSISASWELLASTHESUBSEQUENTIMPROVEMENTOFTHEINDIVIDUALSUPPLYCHAINECHELONSDOESNOTLEADTOIMPROVEMENTOFTHESUPPLYCHAINASAWHOLETHEREFORE,THECONCEPTOFTHESUPPLYCHAINEMERGEDTODESCRIBEALLPRODUCTIONSTAGESFROM
8、RAWMATERIALPROCUREMENTTOFINALPRODUCTDELIVERYTOTHEENDUSER1,2COMPETITIONINTHEMANUFACTURINGENVIRONMENTHASSHIFTEDFROMINDIVIDUALFIRMSTOTHEIRRESPECTIVESUPPLYCHAINS,THEREFOREONLYAFIRMWITHAGILEANDVERSATILESUPPLYCHAINCANSUSTAINTHEEFFECTIVECOMPETITIVEEDGE27WITHPRODUCTDEMANDSBEINGMORECUSTOMERDRIVEN,SHRINKINGPR
9、ODUCTLIFECYCLESANDALTERNATIVEPRODUCTSSPRINGINGUPBYTHEHOUR,THEREISTHUSANEEDFORANEFFECTIVEMANAGEMENTOFTHESUPPLYCHAINRATHERTHANJUSTTHEINTERNALFACTORS2FORANEFFECTIVEANDCREDIBLEMANAGEMENTOFTHECUSTOMER,AJOINTEFFORTOFTHESUPPLIERS,MANUFACTURERSANDDISTRIBUTORSISREQUIRED5ASSUPPLYCHAINFOCUSESONTHEPROCESSESMANA
10、GEMENTWITHINANDBEYONDORGANIZATIONALBOUNDARIES,THUSAMEASUREOFITSPERFORMANCEISNECESSARYFORITSEFFECTIVEOPERATIONANDCONTROLTHISSTUDYLOOKSATTHEVARIOUSSTUDIESONSUPPLYCHAINPERFORMANCEMEASUREMENTANDPOINTSOUTTHEIRACHIEVEMENTSASWELLASTHEIRLIMITATIONSSEQUELTOTHELIMITATIONSHIGHLIGHTEDINTHEREVIEW,NEWDIRECTIONSFO
11、RFUTURESTUDIESAREPROPOSEDSUPPLYCHAINSUPPLYCHAINCOMPRISESAWORLDWIDENETWORKOFSUPPLIERS,FACTORIES,WAREHOUSES,DISTRIBUTIONCENTERSANDRETAILERSTHROUGHWHICHRAWMATERIALSAREACQUIRED,TRANSFORMEDANDDELIVEREDTOTHEENDUSER5SUPPLYCHAINISACOMBINEDSYSTEMWHICHCOMPRISESPLANNING,SOURCING,MAKINGANDDEVELOPMENTOFPROCESSES
12、WITHITSCONSTITUENTPARTSTOINCLUDEMATERIALSUPPLIERS,PRODUCTIONFACILITIES,DISTRIBUTIONCENTERSANDCUSTOMERSLINKEDTOGETHERTHROUGHTHEFEEDFORWARDFLOWOFMATERIALASWELLASFEEDBACKFLOWOFINFORMATION9,10HULTETAL11DESCRIBEDSUPPLYCHAINASVALUEADDINGRELATIONSHIPBETWEENPARTIALLYDISCRETE,YETINTERDEPENDENTENTITIESTHATCOO
13、PERATIVELYPROCUREANDTRANSFORMRAWMATERIALSINTOFINISHEDPRODUCTSTHROUGHSEQUENTIALNETWORKSTRUCTURESACCORDINGTOBEAMON2SUPPLYCHAINISANINTEGRATEDPROCESSWHICHINVOLVESTHEPROCESSINGOFRAWMATERIALSINTOFINISHEDGOODSANDMAKINGTHEMAVAILABLETOTHEENDUSERCHANETAL4DESCRIBEDSUPPLYCHAINASTHEPARTNERSHIPAND/ORALLIANCEINVOL
14、VINGSUPPLIERS,DOWNSTREAMCUSTOMERSANDAHOSTOFLOGISTICSSERVICEPROVIDERSTOEXPLOITTHEIRCAPABILITIESINORDERTOCREATEVALUEFORTHEENDCONSUMERTHEDEFINITIONOFSUPPLYCHAINISNOTEXHAUSTIVESINCESUPPLYCHAINCONCEPTHASALOTOFIMPLICATIONSTODIFFERENTPRACTITIONERSDEPENDINGONWHERETHEYARECOMINGFROMPRIMARILY,THISCHAINISMADEUP
15、OFFOURBASICECHELONSINCLUDING,THESUPPLIERS,MANUFACTURERS,DISTRIBUTORSANDENDUSERSTHESEECHELONSARECHARACTERIZEDBYDIFFERENTCONSTITUENTFACILITIES,THUSMAKINGTHECHAINACOMPLEXNETWORKSABRIANDBEAMON1STATEDTHATFOLLOWINGTHENATUREOFTHECHAIN,ANYFACTORWHICHAFFECTSANYPARTICULARELEMENTINTHECHAINWILLBEEXTENDEDTOTHERE
16、STOFTHECHAINVONDEREMBSEETAL3CLASSIFIEDSUPPLYCHAININTOTHREEDIFFERENTCATEGORIESWHICHARELEANSUPPLYCHAIN,AGILESUPPLYCHAINANDAHYBRIDSUPPLYCHAINWHICHISACOMBINATIONOFTHETWOXUETAL12SUPPORTEDTHISBYASSERTINGTHATFOURDIFFERENTSUPPLYCHAINSTRATEGIESHAVEBEENADOPTEDBYDIFFERENTCOMPANIESINDIFFERENTTIMESTOCOMPETEINAGI
17、VENMARKETANDTHESEARELEANSUPPLYCHAIN,AGILESUPPLYCHAIN,LEGIBLESUPPLYCHAIN,ADAPTIVESUPPLYCHAINLEANSUPPLYCHAINWASDESCRIBEDASTHETYPEOFSUPPLYCHAINWHICHEMPLOYSCONTINUOUSIMPROVEMENTAPPROACH3ITWASFURTHEREXPOUNDEDTHATTHESEEFFORTSAREGEAREDTOWARDSTHEELIMINATIONOFWASTEANDNONVALUEADDINGPROCESSESWITHINTHECHAIN,THU
18、SLEADINGTOINTERNALMANUFACTURINGEFFICIENCIESANDSETUPREDUCTION3,12THISTYPEOFSUPPLYCHAINLACKSCONSIDERABLERESPONSIVENESSTOEXTERNALREQUIREMENTSSUCHASCUSTOMERNEEDSONTHEOTHERHAND,AGILESUPPLYCHAINWASDESCRIBEDASASUPPLYCHAINWITHFOCUSONDIRECTINTERFACEBETWEENTHECOMPANIESANDMARKETS,INVOLVINGEXTERNALPERSPECTIVEON
19、FLEXIBILITYANDRESPONSIVENESS3THISWASFURTHEREXPLAINEDASTAKINGACUSTOMERORIENTEDAPPROACHBYADOPTINGFLEXIBILITYANDDYNAMISMACROSSORGANIZATIONSTHEHYBRIDISACOMBINATIONOFAGILEANDLEANSUPPLYCHAINSEFFICIENCYANDEFFECTIVENESSOFASUPPLYCHAINIRRESPECTIVEOFTHETYPELIESINEFFECTIVENESSOFITSMANAGEMENTSUPPLYCHAINMANAGEMEN
20、TBASEDONDEFINITIONBYWONGANDWONG10,SUPPLYCHAINMANAGEMENTISASETOFAPPROACHESUTILIZEDTOEFFICIENTLYINTEGRATESUPPLIERS,MANUFACTURERS,WAREHOUSESANDSTORESSOASTOPRODUCEANDDISTRIBUTEPRODUCTSANDSERVICESTOTHECUSTOMERSATTHERIGHTQUANTITIES,RIGHTLOCATIONSATTHERIGHTTIME,MINIMIZINGTHESYSTEMWIDECOSTWHILESATISFYINGTHE
21、SERVICELEVELREQUIREMENTSSUPPLYCHAINMANAGEMENTACCORDINGTO9ANDVONDEREMBSEETAL3INVOLVESTHESYSTEMATIC,STRATEGICASWELLASOPERATIONALDECISIONMAKINGWHICHAREPUTINPLACEFORANEFFECTIVEANDEFFICIENTSUPPLYCHAINPERFORMANCEMENTZERETAL6ANDCHANETAL4DEFINESSUPPLYCHAINMANAGEMENTASASYSTEMATIC,STRATEGICCOORDINATIONOFTHETR
22、ADITIONALBUSINESSFUNCTIONSWITHINAPARTICULARORGANIZATIONANDACROSSBUSINESSESWITHINTHESUPPLYCHAINFORTHEPURPOSEOFENHANCINGLONGTERMORGANIZATIONALPERFORMANCEANDTHEOVERALLSUPPLYCHAINSUPPLYCHAINMANAGEMENTISTHEMOSTADVANCEDSTATEINTHEDEVELOPMENTOFEVOLUTIONARYPURCHASINGANDPROCUREMENTANDOTHERSUPPLYCHAINACTIVITIE
23、SHERVANIETAL13FURTHERHIGHLIGHTEDTHATSUPPLYCHAINMANAGEMENTINVOLVESTHECOORDINATIONANDMANAGEMENTOFACOMPLEXNETWORKOFACTIVITIESINVOLVEDINTHEDEVELOPMENTOFFINISHEDPRODUCTTOTHEENDUSERORCUSTOMERSUPPLYCHAINMANAGEMENTHASBEENDESCRIBEDASANINTEGRATORAMONGSTSUPPLIERS,SUPPLIERSSUPPLIERS,MANUFACTURERS,DISTRIBUTORSAN
24、DCUSTOMERSWHICHUSESCERTAINTOOLSSUCHASINFORMATIONTECHNOLOGYTOACTUALIZECUSTOMEREXPECTATION3,14,15THUS,ITCANBEDESCRIBEDASAPROCESSWHICHINVOLVESSOURCINGRAWMATERIALSANDPARTS,MANUFACTURINGANDASSEMBLINGPRODUCTS,STORAGE,ORDERENTRYANDTRACKING,DISTRIBUTIONOFGOODSUSINGDIFFERENTCHANNELSANDFINALTOTHEENDUSERTHISCA
25、NBEDESCRIBEDINOTHERWORDSASTHEMANAGEMENTPROCESSTHATDEALSWITHINBOUNDANDOUTBOUNDLOGISTICSFLOWS,FROMFOCALORGANIZATIONALPOINTOFVIEW,INVOLVINGITSSUPPLIERSANDCUSTOMERSTHECOMPETITIONHASALSOMOVEDFROMTHEABILITYOFINDIVIDUALFIRMSTOTHEROBUSTNESSOFTHEIRSUPPLYCHAINALTHOUGHSUPPLYCHAINMANAGEMENTISARELATIVELYNEWANDRA
26、PIDLYEXPANDINGFIELD,ITISTRANSFORMINGTHEPATTERNINWHICHMANUFACTURINGANDNONMANUFACTURINGOPERATIONSSOUGHTCUSTOMERSNEEDS16THEREFORE,SUPPLYCHAINMANAGEMENTINVOLVESTHECOORDINATIONOFSUPPLYCHAINFUNCTIONINORDERTOACHIEVEOPTIMUMPERFORMANCEIMPLEMENTATIONOFSUPPLYCHAINMANAGEMENTISALONGDRAWNPROCESSWHICHREQUIRESBOTHR
27、ESTRUCTURINGOFINTERNALORGANIZATIONALACTIVITIESANDAPROPERINVESTIGATIONANDANALYSISOFTHERELATIONSHIPEXISTINGBETWEENTHEMANUFACTURERANDTHESUPPLIERS,DISTRIBUTORSANDOTHERSINVOLVEDINTHEVALUECREATIONPROCESSTHEMANUFACTURINGENVIRONMENTISCHARACTERIZEDBYUNLIMITEDDYNAMICSWHICHMAKESTHISPROCESSVERYDEMANDING,THUSTHE
28、SUPPLYCHAINMANAGEMENTSYSTEMSHOULDBEABLETOCOORDINATETHEREVISIONANDIMPROVEMENTOFPLANSAND/ORSCHEDULESACROSSSUPPLYCHAINFUNCTIONSFORANEFFECTIVEIMPLEMENTATIONOFSUPPLYCHAINMANAGEMENT,ALLPARTIESINVOLVEDMUSTBETAKENINTOACCOUNT,SUCHASTHESUPPLIERS,SUPPLIERSSUPPLIERS,VARIOUSFUNCTIONSWITHINTHEMANUFACTURINGORGANIZ
29、ATION,DISTRIBUTORS,RETAILERSANDEVERYPARTYWHOSECONTRIBUTIONCANAIDINTHEPROMOTIONOFATHEORGANIZATIONSMARKETSHAREITHASBEENPOINTEDOUTTHAT,FORANEFFECTIVEANDCREDIBLEMANAGEMENTOFTHECUSTOMER,THEREISNEEDFORJOINTEFFORTOFTHESUPPLIERS,MANUFACTURERANDDISTRIBUTORS17ACCORDINGTOLAIETAL17ANDMENTZERETAL6,EFFECTIVESUPPL
30、YCHAINMANAGEMENTINCREASESORGANIZATIONALEFFECTIVENESSANDLEADSTOIMPROVEDCUSTOMERVALUE,BETTERRESOURCESUTILIZATIONANDIMPROVEDREVENUELIANGETAL18HIGHLIGHTEDTHATFORANEFFECTIVESUPPLYCHAINMANAGEMENTTHEREISNEEDFOROVERALLPERFORMANCEEVALUATIONOFTHEENTIRESC,THEREFOREACOMBINATIONOFRESOURCESOFTHECHAINMEMBERSINTHEM
31、OSTEFFICIENTWAYSOASTOGENERATECOMPETITIVEASWELLASCOSTEFFECTIVEPRODUCTSANDSERVICESMATERIALSANDMETHODSTHEMATERIALSANDPROCEDUREAPPLIEDINTHISSTUDYINVOLVEDTHEUSEOFBOOKSANDJOURNALARTICLESCONTAININGRESEARCHESINSUPPLYCHAINMANAGEMENTANDSUPPLYCHAINPERFORMANCEMEASUREMENTSPECIALEMPHASISWASPLACEDONTHEAPPLICATIONO
32、FFUZZYLOGICINSUPPLYCHAINPERFORMANCEMEASUREMENTTHISISBECAUSEFUZZYLOGICOPERATIONHASALOTOFBENEFITSWHICHAREREFLECTEDINTHEFUZZYASPECTOFTHISSTUDYTHEJOURNALARTICLESWERESEARCHEDWITHDIFFERENTSEARCHENGINESTHROUGHTHEMOSTPOPULARELECTRONICJOURNALHOLDINGORGANIZATIONSONTHEINTERNETTHESEARCHINVOLVEDSEARCHINGFORSUPPL
33、YCHAINPERFORMANCEMEASUREMENTTHENEXTSTAGEINVOLVEDSEARCHINGWITHTHESAMEPHRASEWITHTHEAFFIXINGOFFUZZYLOGICTHISALSOBROUGHTSOMERESULTWHICHFORMSTHEPARTOFTHESOURCESTHESERESULTSWERESIEVEDFORRELEVANCETOTHETOPICUNDERCONSIDERATIONTOASCERTAINTHEIRVIABILITYANDRELEVANCETHESELECTEDLITERATURESWERETHENREVIEWEDINDEPTHT
34、OREVEALTHECONTENTWHICHFORMSACONSIDERABLEPARTOFTHISWORKTHENEXTTHINGWASTOUNDERSTANDTHEPERCEPTIONOFDIFFERENTRESEARCHERSABOUTPERFORMANCEMEASUREMENTFROMTHERE,ITWASEXTENDEDTOINCORPORATEPERFORMANCEMEASUREMENTINSUPPLYCHAINCONTEXTSUPPLYCHAINPERFORMANCEMEASUREMENTSCPMPERFORMANCEMEASUREMENTACCORDINGTOBHAGWATAN
35、DSHARMA19DESCRIBESTHEFEEDBACKONOPERATIONSWHICHAREGEAREDTOWARDSCUSTOMERSATISFACTIONANDSTRATEGICDECISIONSANDOBJECTIVESTHEYFURTHERPOINTEDOUTTHATPERFORMANCEMEASUREMENTREFLECTSTHENEEDFORIMPROVEMENTINOPERATIONALAREASWHICHAREFOUNDWANTONINPERFORMANCEMEASURESNEELY20DESCRIBEDPERFORMANCEMEASUREMENTASTHEPROCESS
36、OFQUANTIFYINGTHEEFFICIENCYANDEFFECTIVENESSOFACTIONSBASEDONNEELYETAL21ASSERTIONS,WHENYOUCANMEASURESOMETHINGANDEXPRESSITINNUMBERS,YOUHAVEGOODBACKGROUNDKNOWLEDGEABOUTITOTHERWISEYOURKNOWLEDGEABOUTITISMEAGERANDUNSATISFACTORYKAPLANANDNORTON22SUPPORTEDTHISBYTHEIREXERTIONTHATWHATYOUMEASUREISWHATYOUGETGUNASE
37、KERANETAL23IDENTIFIEDEFFECTIVEPERFORMANCEMEASUREMENTASNECESSARYINSUPPLYCHAINMANAGEMENTBOND24WENTAHEADTOIDENTIFYPERFORMANCEMEASUREMENTASHAVINGTHEBENEFITSOFSTABILIZINGTHEPROCESSANDIDENTIFYINGAREASFORFURTHERIMPROVEMENTWITHINTHESYSTEMHEFURTHERSTATEDTHATMEASUREMENTOFPERFORMANCEWILLALSOREVEALWHETHERTHEREI
38、SNEEDFORANORGANIZATIONSCONTINUATIONINITSCURRENTMETHODMAINTAININGTHESTATUSQUOORADOPTINGAREENGINEERINGOFITSSYSTEMTOAFFECTTHEAREASWHICHAREFOUNDDEFICIENTLAIETAL17EXERTEDTHATLACKOFADEQUATEPERFORMANCEMEASUREMENTHASBEENIDENTIFIEDASONEOFTHEMAJOROBSTACLESTOEFFICIENTSUPPLYCHAINMANAGEMENTITISANESTABLISHEDFACTT
39、HATINORDERTOIMPROVESUPPLYCHAINEFFECTIVENESSANDREALIZEASMOOTHFLOWOFRESOURCESWITHINIT,THEREISANEEDTOMEASUREITSPERFORMANCE9,10译文供应链绩效评估趋势与挑战EZUTAHUDONCYOLUGU和李光耀马来西亚士古来81310，马来西亚理工大学机械工程学院制造工程系摘要问题的声明在当今的制造业世界，全球化的政策和复兴创造了一个制造商之间的竞争更加激烈。另一方面，制造商已经转向了工程选择采用创新技术，流程再造和管理策略，例如高效率的供应链，实现可持续发展的竞争优势。有效的供应链绩效评
40、估已被确定为对高效的供应链管理的关键所在。探索在供应链绩效评估研究的范围和使用模糊逻辑运算建立供应链绩效评价的知识缺口。方法供应链绩效领域的文献已被广泛的审查。传统和模糊逻辑方法的供应链绩效评估也被审议。为此进行进一步审议，以建立模糊逻运算在供应链绩效评估的应用程序中的潜在研究领域。结果供应链绩效评价采用模糊逻辑运算被认为是评价围绕供应链绩效的不确定性和模糊性的新方向。进一步研究模糊逻辑运算应用于供应管理及其绩效评估还须查明。结论本研究结果暗示，在知识领域的供应链还有一个绩效评价的差距。这样的研究新方向涉及延长现有的供应链整合产品恢复后的使用寿命。关键词供应链，供应链绩效评估，供应链管理，模糊
41、逻辑简介供应链管理的概念源于人们意识到将原材料转化为最终产品并交付给顾客的过程变得日益复杂。在这点上,同样改进了随后的个人供应链梯队并不能提高供应链的现象。因此，对供应链的概念描述为从原材料采购到最终产品并交付给最终用户的所有生产阶段。在制造环境中的竞争已从个别企业到各自供应链，因此，一个公司只有具备敏捷和多功能的供应链才能保持竞争优势。随着产品的需求量更多的由顾客决定、产品使用周期的缩短及替代产品层出不穷，因此更需要一个有效的的供应链管理而不仅仅是内部因素。对于有效、可靠的客户管理，供应商，制造商和经销商的共同努力是很需要的。作为专注于供应链流程管理内部和超越组织边界，从而需要产生一个衡量其
42、绩效，以便有效地运作控制的评价方法。这项研究将多方面的研究对供应链绩效评价，并指出其成就以及其局限性。更对局限性突出了审查，并对未来的研究的新方向提出建议。供应链供应链包括全世界网络供应商，工厂，仓库，配送中心和零售商，通过这些实现原料收购，改造并交付给最终用户。供应链是一个综合系统，包括规划，采购，制造和发展过程，其过程组成部分包括材料供应商，生产设施，配送中心和客户，通过前馈物流以及信息反馈流联系在一起。霍特等11将供应链描述成部分之间的增值关系，但互相独立的并合作生产的个体，通过一系列的网络结构将原材料制成成品。根据比蒙2供应链是一个综合的过程，涉及到原材料加工，制成成品，使它们提供给最
43、终用户。陈等人4将供应链描述成这样一个联盟，期中包括供应者、下游顾客和物流服务供应商，这些供应商利用自己的能力为最终消费者创造价值。该供应链的定义并不是确定的，因为对于不同的实践者有很多不同的启示，需要根据它们源于什么地方。首先，这个链是由四个基本梯队，其中包括供应商，制造商，经销商和最终用户。这些梯队的组成特点是不同的，因而使这个链条成为复杂的网络。萨布里和比蒙1指出，遵循链条的这一性质，任何能影响任一个链中因素的因素将会扩展到链条的其余部分。沃德等人3将供应链分为三个不同的类别精益供应链、敏捷供应链和混合供应链，最后一种是两个链的结合。徐等人12支持这一主张，并补充说这四种不同的供应链策略
44、已通过不同公司在不同的时代在不同的市场竞争中所采用，这些分别是精益供应链、敏捷供应链、清晰供应链、适应性供应链。精益供应链被形容为一个持续改进的供应链类型，它进一步扩展，努力消除浪费和非增值链流程，从而导致内部生产效率降低。这种类型的供应链相当缺乏反应，如客户需求这一外部要求。另一方面，敏捷供应链被形容为一个直接侧重于公司和市场连接的供应链，涉及外部透视的灵活性和响应能力。这进一步解释说，通过一种灵活、动态的跨组织方式面向客户。混合供应链是灵活和精益供应链的结合。一个链的效率和效果主要在于其管理的效力。供应链管理以黄和黄的定义为基础，供应链管理是一套方法，有效的集成供应商、制造商，仓库和商店，
45、以便将产生和分发产品和服务以正确的数量、并以正确的时间到达正确的位置，使系统范围内成本最小化，同时满足服务水平的要求。根据沃德等人的观点，供应链管理涉及将系统、战略以及业务决策落实到位，以取得好的供应效果。蒙策和陈等人定义供应链管理为，在一个特定的组织并跨业务的一种传统的系统、战略协调，以加强长期业务功能性能和整体供应链。供应链管理是跨国贸易在采购和生产和其他供应链的活动中是最先进的状态。海威13等进一步强调，供应链管理涉及协调和管理复杂的网络活动，参与产品开发到成品并到最终用户或客户。供应链管理被形容为供应商之间的整合，包括供应商，制造商，经销商和客户，使用某些工具如信息技术以实现客户的期望
46、。因此，可以说是一个涉及采购原材料和零部件，制造和产品装配，仓储，订单输入和跟踪，使用不同的渠道分布最终产品到最终用户的过程。另一个说法就是该管理过程是处理内部和外部的物流流动，包括供应者和用户，市场竞争也从各个公司移到他们的供应链坚固性上。虽然供应链管理是一个相对较新的迅速扩大的领域，它正在改变在这种格局制造业和非制造业行动寻求客户的需求。因此，供应链管理涉及到协调供应链的功能，以达到最佳性能。实施供应链管理是一个漫长的过程，需要组织活动适当的评估、分析制造商和供应商之间，经销商和其他参与价值创建的过程的人之间的关系。当今制造业环境是以无限的动力为特征的，这个过程有着非常高的要求，因此，在运
47、行过程中，供应链管理系统要能协调好对方案或计划表的修改及改善。对于一个实施有效的管理系统，所有涉及到的部分都必须被考虑进去，如供应商、制造商、生产组织、分销商、零售商以及那些能够提高企业的市场占有份额的部分。事实证明，一个有效的、可靠的客户管理系统的建立，需要供应商，经销商和零售商的共同努力。引用莱依和蒙特话，有效的供应链条管理能提高企业的效率，利于增加客户价值，提高资源利用率，最终增加企业收益。里昂等人强调说一个有效的供应链管理系统，需要对供应链整体业绩的评估，用最有效的方式整合资源的链条成员，从而产生竞争与低成本的产品和服务。材料和方法在这份课题中，材料和实施的步骤涉及到了一些关于供应链管
48、理和供应链绩效评估的书本和期刊论文的使用。在供应链绩效评估中，特别强调对模糊逻辑的应用。这是因为模糊逻辑的运用会有许多的好处，主要从这份课题模糊的方面反映出来。这些期刊论文是从互联网上最流行的电子期刊控股公司，通过不同的搜索引擎搜索出来，这其中也包含对供应链业绩评估的搜索调查。下一步包含对和模糊逻辑有相同措词的搜索，这也带来了一些能形成部分来源的结果。考虑到它们的可行性和之间的相关性，这些结果被筛选以与主题相关。被选定的文献再次被深入审查，以揭示形成相当一部分这项工作的内容。接下来要做的事情就是理解不同的研究者关于绩效评估的看法。从这一方面，它将被扩展以纳入供应链的绩效评估中。供应链绩效评价（
49、SCPM）根据巴赫和沙玛19的描述，绩效评估反馈了那些为了客户的满意、战略决策和目标的行为。他们进一步指出，绩效评估反应了改善业务领域中存在的肆意性行为的必要。NEELY20形容绩效评估是一个有效率和效果的行动的过程。NEELY等人21断言，当你可以评估一个东西并用数值来表示时，你应该很了解它，否则，你关于它的认识是微薄的，不能令人满意。卡兰和诺顿22努力支持他们关于你得到什么就衡量什么的理论。古兰等人23认为有效的绩效评估在供应链管理中是很必要的。邦德24进一步证明绩效评估具有稳定的过程这一优势，并确定了系统内的领域的进一步改善。他进一步指出绩效评估也将揭示是否需要在一个有不足的组织内维持现状或采用系统重整以改变这一不足。莱依等人17认为缺乏足够的绩效评估是高效率的供应链管理的主要障碍之一。这是一个既定的事实，为了提高供应链效率，实现其内部资源的畅通，有必要评估其绩效。
