1、本科毕业论文（设计）外文翻译外文原文PERFORMANCEMEASUREMENTOFSUPPLYCHAINMANAGEMENTUSINGTHEANALYTICALHIERARCHYPROCESSRBHAGWATANDMKSHARMADEPARTMENTOFMECHANICALENGINEERING,MBMENGINEERINGCOLLEGE,FACULTYOFENGINEERINGANDARCHITECTURE,JNVUNIVERSITY,JODHPUR342011,RAJASTHAN,INDIADEPARTMENTOFPRODUCTIONANDINDUSTRIALENGINEERING,MB
2、MENGINEERINGCOLLEGE,FACULTYOFENGINEERINGANDARCHITECTURE,JNVUNIVERSITY,JODHPUR342011,RAJASTHAN,INDIAPERFORMANCEMEASUREMENTOFSUPPLYCHAINMANAGEMENTSCMISARAPIDLYGROWINGMULTICRITERIADECISIONMAKINGPROBLEMOWINGTOTHELARGENUMBEROFFACTORSAFFECTINGDECISIONMAKINGTHERIGHTCHOICEOFPERFORMANCEMETRICSANDMEASURESISCR
3、ITICALTOTHESUCCESSANDCOMPETITIVENESSOFTHEFIRMSINTHEERAOFGLOBALISATIONRECOGNISINGTHEMULTIPLEOBJECTIVENATUREOFTHEPROBLEM,THISPAPERPROPOSESTHEUSEOFTHEANALYTICALHIERARCHYPROCESSAHPMETHODOLOGYASAIDINMAKINGSCMEVALUATIONDECISIONSFORPAIRWISECOMPARISONINAHP,ASURVEYMETHODOLOGYISUSEDTHEMETHODOLOGYPRESENTEDCANH
4、ELPFIRMSTOPRIORITISEANDFORMULATEVIABLEPERFORMANCEMEASUREMENTSTRATEGIESINTHEVOLATILEANDCOMPLEXGLOBALDECISIONENVIRONMENTFROMDIFFERENTBALANCEDSCORECARDBSCPERSPECTIVESADEMONSTRATIONOFTHEAPPLICATIONOFTHISMETHODOLOGYINAREALLIFEPROBLEMISPRESENTEDKEYWORDSSUPPLYCHAINMANAGEMENTPERFORMANCEMEASUREMENTANALYTICAL
5、HIERARCHYPROCESSBALANCEDSCORECARD1INTRODUCTIONINTHEERAOFGLOBALISATION,SUPPLYCHAINSAREBEINGTREATEDASEXTENDEDENTERPRISESTHISARISESPARTLYFROMTHEATTEMPTSOFTHEENTERPRISES,SITUATEDATGEOGRAPHICALLYDISPERSEDLOCATIONS,TOBUILDFORMALPARTNERSHIPSTOGAINACOMPETITIVEADVANTAGEACCORDINGTOJAGDEVANDBROWNE1998SUPPLYCHA
6、INSASEXTENDEDENTERPRISESARERESPONSIBLEFORTHEWHOLEPRODUCTLIFECYCLE,FROMMATERIALPROCUREMENTANDSUPPLYMANAGEMENT,TOPRODUCTIONANDMANUFACTURING,FURTHERTOPRODUCTDISTRIBUTIONANDCUSTOMERSERVICE,ANDFINALLYTOTHERECYCLINGANDDISPOSALOFENDOFLIFEPRODUCTINRECENTYEARS,ANUMBEROFFIRMSHAVEREALISEDTHEPOTENTIALOFSUPPLYCH
7、AINMANAGEMENTSCMINDAYTODAYOPERATIONSMANAGEMENTHOWEVER,THEYOFTENLACKTHEINSIGHTFORTHEDEVELOPMENTOFEFFECTIVEPERFORMANCEMEASURESANDMETRICSNEEDEDTOACHIEVEAFULLYINTEGRATEDSCMDUETOLACKOFABALANCEDAPPROACHANDOFCLEARDISTINCTIONBETWEENMETRICSATSTRATEGIC,TACTICAL,ANDOPERATIONALLEVELSGUNASEKARANETAL2001,HUDSONET
8、AL2001SOMERESEARCHERSBROWNEETAL1997,ROLSTADAS1998,CHILDE1998,GUNASEKARANETAL2001,HUDSONETAL2001,GUNASEKARANETAL2004,FOLANANDBROWNE2005A,BIDENTIFIEDSCMMETRICSANDPROPOSEDAFRAMEWORKTOCLASSIFYTHEMASFINANCIALANDNONFINANCIALMETRICSATDIFFERENTDECISIONLEVELSBUTDUETOTHELARGENUMBEROFSCMMETRICSGIVENINTHEFRAMEW
9、ORK,FIRMSFACEDFURTHERPROBLEMSINIDENTIFYINGWHICHMEASURESAREIMPORTANTTOFOCUSONINORDERTOIMPROVEOVERALLBUSINESSPERFORMANCEALSOTHISFRAMEWORKDOESNOTCOMPLETELYPROVIDEABALANCEDPICTUREOFTHETOTALBUSINESSPERFORMANCEFROMDIFFERENTPERSPECTIVES,ASITDOESNOTCLEARLYHIGHLIGHTTHEBUSINESSAREAWHICHISLAGGINGORLEADINGKAPLA
10、NANDNORTON1992HAVEPROPOSEDTHEBALANCEDSCORECARDBSC,ASAMEANSTOEVALUATECORPORATEPERFORMANCEFROMFOURDIFFERENTPERSPECTIVESTHEFINANCIALPERSPECTIVE,THEINTERNALBUSINESSPROCESSPERSPECTIVE,THECUSTOMERPERSPECTIVE,ANDTHELEARNINGANDGROWTHPERSPECTIVEMANYFIRMSUSEDBSCFORSCMEVALUATIONTOGIVEAMOREBALANCEDPICTUREOFBUSI
11、NESSPERFORMANCEHOWEVER,PRIORITISATIONOFTHESEDIFFERENTPERSPECTIVESFORAFIRMISAGAINANISSUEWHICHNEEDSTOBEADDRESSEDINTHISPAPERANATTEMPTISMADETOPRIORITISESCMMETRICSANDTHEDIFFERENTPERFORMANCEMEASURELEVELSWITHTHEHELPOFTHEANALYTICALHIERARCHYPROCESSAHPAHPISALSOUSEDTOPRIORITISETHEDIFFERENTBSCPERSPECTIVESFORSCM
12、EVALUATIONFORPAIRWISECOMPARISONINAHP,ASURVEYMETHODOLOGYISUSEDTHEOUTLINEOFTHEPAPERISASFOLLOWSSECTION2THROWSLIGHTONPERFORMANCEMETRICSANDMEASUREMENTSINSCMSECTION3DISCUSSESPERFORMANCEEVALUATIONFRAMEWORKFORSCMINSECTIONS4AND5THEBALANCEDSCORECARDANDTHEANALYTICALHIERARCHYPROCESSAREDEALTWITHRESPECTIVELYAPPLI
13、CATIONAHPINSCMEVALUATIONISREPORTEDINSECTION6SECTION7GIVESTHERESULTSANDADISCUSSIONFINALLY,THECONCLUSIONSANDIMPLICATIONSAREPRESENTEDINSECTION82PERFORMANCEMETRICSANDMEASUREMENTOFSCMINTHISSECTION,WEMAKEANATTEMPTTOSUMMARISESOMEOFTHEMOSTAPPROPRIATEPERFORMANCEMETRICSANDMEASURESOFSCMTREATINGSUPPLYCHAINSASEX
14、TENDEDENTERPRISESIDENTIFIEDANDDISCUSSEDBYJAGDEVANDBROWNE1998,ANDGUNASEKARANETAL2001,2004FOLANANDBROWNE2005BSUGGESTEDTHATINTERORGANISATIONALPERFORMANCEMEASUREMENTMAYBEDIVIDEDINTOSUPPLYCHAINANDEXTENDEDENTERPRISEPERFORMANCEMEASUREMENTTHEFORMERRELYINGSOLELYONTRADITIONALLOGISTICSMEASURES,WHILETHELATTERIN
15、CORPORATESTHESTRUCTURALASPECTSOFTHESUPPLYCHAINSYSTEMANDADDSNONLOGISTICPERSPECTIVESTOITSMEASUREMENTARENA21METRICSFORPERFORMANCEEVALUATIONOFPLANNEDORDERPROCEDURESFORANYFIRM,THEPRIMEACTIVITYISTOPROCUREORDERSATYPICALORDERPATHISSHOWNINFIGURE1FROMTHEFIGURE,ITISCLEARTHATTHEWAYTHEORDERSAREGENERATEDANDSCHEDU
16、LEDWILLDETERMINEPERFORMANCEOFTHEDOWNSTREAMACTIVITIESANDINVENTORYLEVELSHENCE,THEFIRSTSTEPINASSESSINGPERFORMANCEISTOANALYSETHEWAYTHEORDERRELATEDACTIVITIESARECARRIEDOUTTODOTHIS,THEMOSTIMPORTANTISSUESSUCHASTHEORDERENTRYMETHOD,ORDERLEADTIMEANDTHEPATHOFORDERTRAVERSENEEDTOBECONSIDERED22SUPPLYCHAINPARTNERSH
17、IPANDRELATEDMETRICSRECENTLY,THEBUYERSUPPLIERPARTNERSHIPHASGAINEDALOTOFATTENTIONFROMINDUSTRYANDRESEARCHERS,RESULTINGINASTEADYSTREAMOFLITERATUREPROMOTINGITEGELLRAM1991,TONIETAL1994,MCBETHANDFERGUSON1994,GRAHAMETAL1994,LANDEROSETAL1995,NEW1996,THOMASANDGRIFFIN1996,TOWILL1997,FISHER1997,MALONIANDBENTON1
18、997,GUNASEKARANETAL2001ACCORDINGTOJAGDEVANDBROWNE1998THEFRAMEWORKOFEXTENDEDENTERPRISESDESCRIBESHOWAMANUFACTURINGSYSTEMEXTENDSITSBOUNDARYTHEMANUFACTURINGENTERPRISEFOCUSESONCOREBUSINESSACTIVITIES,ANDOUTSOURCESNONCOREBUSINESSACTIVITIESTOOUTSIDESUPPLIERSANDOTHERSERVICEPROVIDERSITENCOURAGESBOTHTHEMANUFAC
19、TURERSANDSUPPLIERSCOMPETITIVEABILITY,ANDENHANCESTHEIRMUTUALDEPENDENCYINORDERTOACHIEVEMUTUALSUCCESSMOSTOFTHESESTUDIESSTRESSHOWPARTNERSHIPSIMPROVESUPPLYCHAINOPERATIONSACCORDINGLY,ANEFFICIENTANDEFFECTIVEPERFORMANCEEVALUATIONOFBUYERAND/ORSUPPLIERSISNOTENOUGHTHEEXTENTOFPARTNERSHIPTHATEXISTSBETWEENTHEMNEE
20、DSTOBEEVALUATEDANDIMPROVEDASWELL23MEASURINGCUSTOMERSERVICEANDSATISFACTIONEXTENDEDENTERPRISESDEVELOPLOYALANDLONGTERMRELATIONSHIPSWITHKEYCUSTOMERSANDTREATTHEMASTHEIRMOSTIMPORTANTPARTNERSTHISMEASUREMENTISAIMEDATINTEGRATINGCUSTOMERSPECIFICATIONSINDESIGN,ANDSETTINGTHEDIMENSIONSOFQUALITYANDFEEDBACKFORTHEC
21、ONTROLPROCESSTHEYCONTAINPRODUCT/SERVICEFLEXIBILITY,CUSTOMERQUERYTIME,CUSTOMERORDERFULFILMENTTIME,LOGISTICSOFDELIVERYANDPOSTTRANSACTIONSERVICE24PRODUCTIONLEVELMEASURESANDMETRICSASANIMPORTANTPARTOFSCMASEXTENDEDENTERPRISES,THEPERFORMANCEOFTHEPRODUCTIONPROCESSALSONEEDSTOBEMEASURED,MANAGEDANDIMPROVED,AND
22、SUITABLEMETRICSFORITESTABLISHEDTHISCATEGORYCONSISTSOFARANGEOFPRODUCTSANDSERVICES,CAPACITYUTILISATION,ANDEFFECTIVENESSOFSCHEDULINGTECHNIQUES25PERFORMANCEEVALUATIONOFDELIVERYLINKTHESEMEASURESAREDESIGNEDTOEVALUATETHEPERFORMANCEOFDELIVERYANDDISTRIBUTIONCOSTINSUPPLYCHAINTHETYPICALMEASURESFORDELIVERYPERFO
23、RMANCEEVALUATIONARELEADTIMEREDUCTIONINTHEDELIVERYPROCESS,ONTIMEDELIVERYDELIVERYTOREQUESTDATE,DELIVERYTOCOMMITDATEANDORDERFILLLEADTIME,DISTRIBUTIONMODE,THEDELIVERYCHANNEL,VEHICLESCHEDULING,ANDWAREHOUSELOCATION,THEPERCENTAGEOFGOODSINTRANSIT,QUALITYOFINFORMATIONEXCHANGEDDURINGDELIVERY,NUMBEROFFAULTLESS
24、NOTESINVOICED,ANDFLEXIBILITYOFDELIVERYSYSTEMSTOMEETPARTICULARCUSTOMERNEEDSNOVICH1990,GELDERSETAL1994,STEWART199526SUPPLYCHAINFINANCEANDLOGISTICSCOSTTHEAIMOFTHELOGISTICSFUNCTIONISTOENSURETHATTHERIGHTPRODUCTISDELIVEREDTOTHERIGHTDESTINATIONATTHERIGHTTIME,INTHERIGHTQUANTITY,ANDATTHELEASTPOSSIBLECOSTACCO
25、RDINGTOJAGDEVANDBROWNE1998LOGISTICSWILLHELPMAKEDECISIONSONSUCHISSUESAS,WAREHOUSELOCATION,SELECTIONANDCOORDINATIONWITHTHETRANSPORTCOMPANY,RESOURCEMANAGEMENT,SCHEDULING,DISPATCHING,DEMANDFORECASTING,ORDERPROCESSING,MATERIALSREQUIREMENTSPLANNING,ETCDETERMININGTHETOTALLOGISTICALCOSTCANASSESSTHEFINANCIAL
26、PERFORMANCEOFASUPPLYCHAINITISNECESSARYTODECIDEONABROADLEVELOFSTRATEGIESANDTECHNIQUESTHATWOULDCONTRIBUTETOTHESMOOTHFLOWOFINFORMATIONANDMATERIALSINTHESUPPLYCHAINENVIRONMENT3PERFORMANCEEVALUATIONFRAMEWORKFORSCMMANYMANUFACTURINGANDSERVICEORGANISATIONSHAVEUSEDPERFORMANCEMEASURESANDMEASUREMENTSYSTEMSTODET
27、ERMINETHEIRPERFORMANCEMETTANEN2005ROUSEANDPUTTERILL2003ARGUEDTHATAPERFORMANCEMEASUREMENTPMFRAMEWORKASSISTSINTHEPROCESSOFPERFORMANCEMEASUREMENTSYSTEMBUILDING,BYCLARIFYINGPMBOUNDARIES,SPECIFYINGPMDIMENSIONSORVIEWSANDMAYALSOPROVIDEINITIALINSTITUTIONSINTORELATIONSHIPSAMONGTHEPMDIMENSIONSHUDSONETAL2001IN
28、VESTIGATEDSTRATEGICALLYALIGNEDPERFORMANCEMEASURES,WHICHCANHELPSTIMULATECONTINUOUSIMPROVEMENTSTHISWASACHIEVEDBYLINKINGPERFORMANCEMEASURESTOSPECIFICIMPROVEMENTEFFORTSANDHELPINGTODRIVEPERFORMANCETOWARDSCRITICALSTRATEGICOBJECTIVES,WHICHWEREDESIGNEDTOBEREVISITEDANDUPDATEDREGULARLYFOLANANDBROWNE2005PRESEN
29、TEDDIFFERENTPERFORMANCEMEASUREMENTFRAMEWORKSSPECIFICALLYDESIGNEDFORTHEINTERORGANISATIONALENVIRONMENTTHEYFURTHERDEVELOPEDAPERFORMANCEMEASUREMENTSYSTEMLOOKINGINTOTHEREQUIREMENTSOFEXTENDEDENTERPRISE,VIATWOPERFORMANCEMEASUREMENTFRAMEWORKSTHESTRUCTURALEXTENDEDENTERPRISEBALANCEDSCORECARDANDTHEPROCEDURALFR
30、AMEWORKFORTHESELECTIONANDIMPLEMENTATIONMEASURESBROWNEETAL1997DEVELOPEDTHEENAPSAPPROACHOFPERFORMANCEMEASUREMENT,WHICHCONSISTSOFAGENERICSETOFPERFORMANCEMEASURESANDINDICATORSANDUSESAPROCESSORIENTEDTOPDOWNAPPROACHITCONTAINSALARGENUMBEROFPERFORMANCEMEASURES/METRICSASDISCUSSEDINANEARLIERSECTIONOFTHEPAPERT
31、URNERETAL2005SUGGESTEDTHATAPPLICATIONOFPERFORMANCEMEASURESHASDEVELOPEDINTHELASTDECADEORSOFROMWHATWERETRADITIONALFINANCIALPERFORMANCEMEASURESTONOWENCOMPASSAWIDERANGEOFNONFINANCIALPERFORMANCEMEASURESTHISGROWTHINTHEUSEOFNONFINANCIALPERFORMANCEMEASURESWASSTIMULATEDBYVARIOUSMODELSSUCHASTHESTRATEGICMEASUR
32、EMENTANDREPORTINGTECHNIQUESMARTCROSSANDLYNCH19881989,THEBALANCEDSCORECARDKAPLANANDNORTON1992,THEEUROPEANEXCELLENCEMODELEFQM1999ANDTHEABCDCHECKLISTFOROPERATIONALEXCELLENCEWIGHT1993TRADITIONALPERFORMANCEMEASURESHAVEBEENHEAVILYCRITICISEDINTHELITERATUREFORENCOURAGINGSHORTTERMISMBANKSANDWHEELRIGHT1979,HA
33、YESANDGARVIN1982,LACKINGSTRATEGICFOCUSSKINNER1974,ENCOURAGINGLOCALOPTIMISATIONHALL1983,FRYANDCOX1989,ENCOURAGINGMINIMISATIONOFVARIANCERATHERTHANCONTINUOUSIMPROVEMENTJOHNSONANDKAPLAN1987,LYNCHANDCROSS1991ANDNOTBEINGEXTERNALLYFOCUSEDKAPLANANDNORTON1992INANATTEMPTTOOVERCOMETHESEANDOTHERCRITICISMS,PERFO
34、RMANCEMEASUREMENTFRAMEWORKSHAVEBEENDEVELOPEDANDPROVIDEABALANCEDVIEWBETWEENEXTERNALANDINTERNALFOCUSKEEGANETAL1989,BETWEENLEVELSINTHEORGANISATIONCROSSANDLYNCH19881989,BETWEENRESULTSANDDETERMINANTSFITZGERALDETAL1991,BETWEENTHEFOURPERSPECTIVESOFTHEBALANCEDSCORECARDKAPLANANDNORTON1992ANDTHEMULTIPLEPERSPE
35、CTIVEOFTHESTAKEHOLDERSOFTHEPERFORMANCEPRISMKENNERLEYANDNEELY2000GUNASEKARANETAL2001ILLUSTRATEDANDDISCUSSEDDIFFERENTPERFORMANCEMEASURESANDMETRICSOFTHESCMWITHTHEHELPOFAFRAMEWORKTHATGIVESCOHESIVEPICTURETOADDRESSWHATNEEDSTOBEMEASURED,ANDHOWITCANBEDEALTWITHTHEFRAMEWORKDEVELOPEDISSHOWNINTABLE14THEBALANCED
36、SCORECARDTHENEEDFORPERFORMANCEMEASUREMENTSYSTEMSATDIFFERENTLEVELSOFDECISIONMAKING,EITHERINTHEINDUSTRYORSERVICECONTEXTS,ISUNDOUBTEDLYNOTSOMETHINGNEWBITITCIETAL2005ROBERTKAPLANOFHARVARDUNIVERSITYANDDAVIDNORTON,ANAMERICANMANAGEMENTCONSULTANTHAVEPRESENTEDTHEBSCCONCEPTINASERIESOFARTICLESPUBLISHEDINHARVAR
37、DBUSINESSREVIEWKAPLANANDNORTON1992,1993,2000THEYHAVEARGUEDTHATTRADITIONALFINANCIALACCOUNTINGMEASURESOFFERANARROWANDINCOMPLETEPICTUREOFBUSINESSPERFORMANCE,ANDTHATARELIANCEONSUCHDATAHINDERSTHECREATIONOFFUTUREBUSINESSVALUEASARESULTTHEYSUGGESTTHATFINANCIALMEASURESBESUPPLEMENTEDWITHADDITIONALONESTHATREFL
38、ECTCUSTOMERSATISFACTION,INTERNALBUSINESSPROCESS,ANDTHEABILITYTOLEARNANDGROWTHEIRBSCISDESIGNEDTOCOMPLEMENTFINANCIALMEASURESOFPASTPERFORMANCEWITHTHEIRMEASURESOFTHEDRIVERSOFFUTUREPERFORMANCETHENAMEOFTHEIRCONCEPTREFLECTSINTENTTOKEEPSCOREOFASETOFITEMSTHATMAINTAINABALANCEBETWEENSHORTTERMANDLONGTERMOBJECTI
39、VES,BETWEENFINANCIALANDNONFINANCIALMEASURES,BETWEENLAGGINGANDLEADINGINDICATORS,ANDBETWEENINTERNALANDEXTERNALPERFORMANCEPERSPECTIVESTHEEARLYIMAGEOFTHEBSCSERVINGTHECEOLIKEACONTROLPANELSERVESANAIRCRAFTPILOTSEEMSTOHAVEEXPANDEDTOINCLUDEMECHANISMSTOALTERTHECOURSEOFACTIONASWELLNOW,THEBSCSEEMSTOSERVEASACONT
40、ROLPANEL,PEDALSANDSTEERINGWHEELMALMI2001FIGURE2SHOWSTHERELATIONSHIPBETWEENTHEFOURBSCPERSPECTIVES5THEANALYTICHIERARCHYPROCESSTHEANALYTICHIERARCHYPROCESSAHPISAMULTICRITERIADECISIONMAKINGTOOLDEVELOPEDBYSAATY1980THEAHPISASYSTEMATICPROCEDUREFORREPRESENTINGTHEELEMENTSOFANYPROBLEM,HIERARCHICALLYACCORDINGTO
41、JAGDEVETAL2004SINCEDECISIONMAKINGINTHESTRATEGYFORMULATIONDOMAINISOFTENFRAUGHTWITHUNCERTAINTY,THEMANAGERSHOULDBEABLETOEXPRESSADEGREEOFBELIEFANDCONFIDENCEINHISJUDGMENTAHPPROVIDESATHEORYANDACORRESPONDINGMETHODOLOGY,WHICHSUPPORTTHEMODELLINGOFUNSTRUCTUREDPROBLEMSAHIERARCHYISSTRUCTUREDFROMTHETOPOBJECTIVES
42、FROMAMANAGERIALSTANDPOINT,THROUGHINTERMEDIATELEVELSCRITERIA/SUBCRITERIAONWHICHSUBSEQUENTLEVELSDEPENDTOTHELOWESTLEVELWHICHISUSUALLYALISTOFALTERNATIVESITORGANISESTHEBASICRATIONALITYBYBREAKINGDOWNAPROBLEMINTOSMALLERANDSMALLERCONSTITUENTPARTSANDTHENGUIDESDECISIONMAKERSTHROUGHASERIESOFPAIRWISECOMPARISONJ
43、UDGMENTSWHICHAREDOCUMENTEDANDCANBEREEXAMINEDTOEXPRESSTHERELATIVESTRENGTHORINTENSITYOFIMPACTOFTHEELEMENTSINTHEHIERARCHYTHESEJUDGMENTSARETHENTRANSLATEDTONUMBERS6AHPINSCMEVALUATIONTHISWORKPRESENTSTHEUSEOFAHPINSCMEVALUATIONTHEAHPCANBETHEBESTTOOLFORPRIORITISINGANDCHOOSINGTHEBESTMEASUREANDMETRICFORDAYTODA
44、YBUSINESSOPERATIONSTHEHIERARCHICPORTRAYALOFAPROBLEMISASFOLLOWSANOVERALLPERFORMANCEMEASUREMENTSYSTEMPMSOFASCMISDECIDEDBYTHREECRITERIAPERFORMANCEMEASURESINTHEHIERARCHY,STRATEGIC,TACTICALANDOPERATIONALLEVELTHESEAREFURTHERDIVIDEDINTOSUBCRITERIAPERFORMANCEMEASURESFORDIFFERENTDECISIONLEVELSINTHEHIERARCHYT
45、HEPROBLEMISTODECIDEWHICHOFTHEFOURBALANCEDSCORECARDPERSPECTIVESISMOSTCRITICALFROMTHESCMPERFORMANCEEVALUATIONPOINTOFVIEW7RESULTSANDDISCUSSIONCLEARLYFROMTABLE2,PSTRATEGIC0755ISPERCEIVEDTOBETHEMOSTIMPORTANTCRITERIONFOLLOWEDBYTHEPOPERATIONAL0178ANDPTACTICAL0067ITREVEALSTHATPERFORMANCEMEASUREMENTATTHESTRA
46、TEGICLEVELISTHEMOSTIMPORTANTWHEREASTHEMEASURESATTACTICALLEVELSRATEDLEASTIMPORTANTITALSOSUGGESTSTHATPERFORMANCEMEASURESTHATREFLECTTHESTRATEGICPERFORMANCEFORLONGTERMAREPREFERREDITISINTERESTINGTONOTETHATPERFORMANCEMEASURESATOPERATIONALLEVELHAVEBEENPREFERREDOVERTHESAMEATTACTICALLEVELITSHOWSTHATTHEDAYTOD
47、AYPERFORMANCEMEASURESPLAYMORESIGNIFICANTLYTHANTHESAMEOFTHEMIDDLELEVELMANAGEMENT8CONCLUSIONSANDIMPLICATIONSOFTHESTUDYTHEAHPAPPROACH,ASADECISIONMAKINGTOOLPRESENTEDINTHEPAPER,ISEFFICIENTINDEALINGWITHMULTICRITERIADECISIONMAKINGPROBLEMSSINCEPERFORMANCEMEASUREMENTOFSCMISAPROBLEMFACINGDECISIONMAKERSNOWADAY
48、S,ESPECIALLYINTHEERAOFGLOBALISATION,AHPINVOLVESTHEPROCESSOFCHOOSINGAMONGMANYALTERNATIVESBASEDONMULTIPLECRITERIAANDSUBCRITERIAANDEXPLAINEDINDETAILUSINGEXPERTCHOICETMSOFTWARETHEAHPMETHODDIVIDESTHECOMPLEXPROBLEMINTOSUBPROBLEMS,WHICHMAKEITEASIERTODECIDEANDKEEPCONSISTENTTHERENDEREDJUDGMENTREGARDINGTHECHO
49、ICESCONSIDERINGALLFACTORSAFFECTINGITTHEDECISIONMAKERCANPERFORMSENSITIVITYANALYSISONTHESELECTIONCHOICESANDTHESUBCRITERIATOACCOUNTFORVARIATIONSCHANGESOFTHEPAIRWISECOMPARISONSANDHAVEAHIGHDEGREEOFCONFIDENCEINHIS/HERJUDGMENT译文运用层次分析法分析供应链管理的绩效评价R巴格瓦蒂和MK尔马机械工程系，MBM工程学院，工程及建筑，JNV大学，印度拉贾斯坦邦，JODHPUR342011生产部门供应链管理的绩效评价是一个由于大量因素影响决策的快速增长的多目标决策问题。在经济全球化的时代，提高公司的竞争力的关键是正确的选择绩效评价和措施。认识到这个问题的多目标的性质，本文提出用传统的层次分析法来帮助配置管理评估决定。成对比较是层次分析法中的一种调查方法。此方法可以帮助企业确定优先顺序，并从不同的平衡计分卡的角度不稳定和复杂的全球环境中制订一套可行的绩效评价策略。介绍了在现实生活问题中的应用并演示这种方法。关键词供应链管理；绩效评价；层次分析法；平衡记分卡1简介在经济全球化时代，供应链被当作扩展企业。这些不同地区的企业尝试建立合作关系，以获得竞争优势。据乔德和布朗199
