【作者】 张阳；

【导师】 于渤；

【作者基本信息】 哈尔滨工业大学 ， 工商管理（专业学位）， 2022， 硕士

【摘要】 随着近些年来信息化技术的迭代及进步,不同国家和地区之间在贸易和交流上变得日益频繁,有力地推动了经济在区域和全球范围内的融合与一体化发展。企业在面临更加广阔市场和机会的同时,内外部的经营环境也在不断变化,市场的竞争更加激烈。复杂多元的市场需求使得企业的活动和管理范围越来越广,在生产交货周期、产品质量提升、经营成本降低以及服务水平改进等方面也承担着越来越大的竞争压力。由此,供应链的管理变成越来越重要,各类企业特别是跨区域经营的大中型企业占据竞争优势的核心要素之一,就是其供应链的管理水平和能力,市场上单个企业主体之间的竞争逐渐向着供应链与供应链之间的竞争演化。供应链的绩效管理是供应链管理中至为关键的一环和组成部分,对其进行系统深入的探讨研究,在促进企业经营管理水平的提升及整体效益的增加上具有不可忽视的重要作用。本文以国内首家物联网概念上市的高新科技制造型企业—G集团为研究对象,立足于G集团供应链新的战略定位,从供应链的营业收入、利润及成本等数据对比入手,发现虽然收入仍在增长,但是利润率增长却出现乏力甚至呈现下降趋势,供应链绩效管理在这一阶段存在着一些问题。通过访谈调查和实地观察、查阅历史档案等方式,梳理了当前供应链管理的现状及其绩效管理的现实概况,对供应链绩效管理过程中存在的诸如盈利能力弱、售后服务响应慢、绩效流程和指标体系不科学、绩效结果缺乏培训应用等方面的问题及成因进行了具体化的描述与分析,而后结合供应链绩效管理的理论,如平衡计分卡、关键绩效指标法等,并依据企业实际发展阶段,基于闭环管理的系统性原则、过程和结果并重原则及让员工参与的权责利相统一原则,针对绩效管理存在的问题,从财务与客户、绩效目标与计划、绩效考核实施、指标体系优化、绩效结果的培训应用等方面提出对应的提升策略,健全绩效管理机制,形成全方位的闭环管理机制;同时,为确保供应链绩效管理提升策略的落地执行,给出了相应的配套支持和保障措施,希望探索出一条适应在供应链从职能管控型的平台部门转型为自负盈亏的经营实体形势下的绩效管理之路,最终实现公司和员工的双发展,也可以为其他同类型行业企业的供应链绩效管理提供一定的借鉴和参考。更多还原

【Abstract】 With the rapid progress of information technology in recent years,trade and exchanges between different countries and regions have become increasingly frequent,which has effectively promoted the development of regional and global economic integration and integration.While facing broader markets and opportunities,the internal and external business environment is also changing,and the market competition is more intense.The complex and diversified market demand makes the scope of activities and management of enterprises more and more extensive,and also bears increasing competitive pressure in terms of production delivery cycle,product quality improvement,operating cost reduction and service level improvement.Therefore,the management of supply chain becomes more and more important.One of the core elements of the competitive advantage of all kinds of enterprises,especially large and medium-sized enterprises operating across regions,is the management level and ability of their supply chain.The competition between individual enterprise entities in the market gradually evolves into the competition between supply chains.Supply chain performance management is a key component of supply chain management.A systematic and in-depth study on it plays an important role in promoting the improvement of enterprise management level and the increase of overall benefits.This paper takes G group,the first high-tech manufacturing enterprise listed in the concept of Internet of things in China,as the research object,based on the new strategic positioning of G group’s supply chain,and starts with the comparison of data such as the operating revenue,profit and cost of the supply chain.It is found that although the revenue is still growing,the profit margin growth is weak and even shows a downward trend.At this stage,there are some problems in the performance management of the supply chain.Through interview and investigation,on-the-spot observation,access to historical archives,It combs the current situation of supply chain management and the realistic overview of performance management,and concretely describes and analyzes the problems and causes in the process of supply chain performance management,such as weak profitability,slow response to after-sales service,unscientific performance process and index system,and incomplete application of performance results,Then,combined with the theories of supply chain performance management such as balanced scorecard and key performance indicator method,and according to the actual development stage of the enterprise,based on the systematic principle of closed-loop management,the principle of paying equal attention to both process and result,and the principle of unifying rights,responsibilities and interests to allow employees to participate,aiming at these problems in performance management,from finance and customers,performance objectives and plans,performance appraisal implementation,index system optimization Put forward corresponding improvement strategies in the application of performance results,improve the performance management mechanism,and form an all-round closed-loop management mechanism.At the same time,in order to ensure the implementation of the supply chain performance management improvement strategy,the corresponding support and safeguard measures are given,hoping to explore a way to adapt to the performance management under the situation that the supply chain is transformed from a functional management and Control Platform Department to a self financing business entity,and finally realize the dual development of the company and employees,which can also provide a certain reference for the supply chain performance management of other enterprises in the same type of industry.更多还原