外文翻譯--運(yùn)用層次分析法分析供應(yīng)鏈管理的績(jī)效評(píng)價(jià)

1、<p>　　中文3964字,2500單詞，14900英文字符</p><p>　　出處：R. Bhagwat, M. K. Sharma. Performance measurement of supply chain management using the analytical hierarchy process[J]. Production Planning & Control, 2007

2、, 18(8):666-680.</p><p>　　本科畢業(yè)論文（設(shè)計(jì)）外文翻譯</p><p><b>　　外文原文</b></p><p>　　Performance measurement of supply chain management using the analytical hierarchy process</p>

3、;<p>　　R. BHAGWAT and M. K. SHARMA</p><p>　　Department of Mechanical Engineering, MBM Engineering College, Faculty of Engineering and Architecture,</p><p>　　JNV University, Jodhpur-342011

4、, Rajasthan, India</p><p>　　Department of Production and Industrial Engineering, MBM Engineering College,</p><p>　　Faculty of Engineering and Architecture, JNV University, Jodhpur-342011, Rajast

5、han, India</p><p>　　Performance measurement of supply chain management (SCM) is a rapidly growing multi-criteria decision-making problem owing to the large number of factors affecting decision-making. The ri

6、ght choice of performance metrics and measures is critical to the success and competitiveness of the firms in the era of globalisation. Recognising the multiple objective nature of the problem, this paper proposes the us

7、e of the analytical hierarchy process (AHP) methodology as aid in making SCM evaluation decis</p><p>　　Keywords: Supply chain management; Performance measurement; Analytical hierarchy process; Balanced score

8、card</p><p>　　1. Introduction</p><p>　　In the era of globalisation, supply chains are being treated as extended enterprises. This arises partly from the attempts of the enterprises, situated at

9、geographically dispersed locations, to build formal partnerships to gain a competitive advantage. According to Jagdev and Browne (1998) supply chains as extended enterprises are responsible for the whole product life cyc

10、le, from material procurement and supply management, to production and manufacturing, further to product distribution and cus</p><p>　　The outline of the paper is as follows: section 2 throws light on perfor

11、mance metrics and measurements in SCM. Section 3 discusses performance evaluation framework for SCM. In sections 4 and 5 the balanced scorecard and the analytical hierarchy process are dealt with respectively. Applicatio

12、n AHP in SCM evaluation is reported in section 6. Section 7 gives the results and a discussion. Finally, the conclusions and implications are presented in section 8.</p><p>　　2. Performance metrics and measu

13、rement of SCM</p><p>　　In this section, we make an attempt to summarise some of the most appropriate performance metrics and measures of SCM treating supply chains as extended enterprises identified and disc

14、ussed by Jagdev and Browne (1998), and Gunasekaran et al. (2001, 2004). Folan and Browne (2005b) suggested that interorganisational performance measurement may be divided into supply chain and extended enterprise perform

15、ance measurement: the former relying solely on traditional logistics measures, while the latter </p><p>　　2.1 Metrics for performance evaluation of planned order procedures</p><p>　　For any firm

16、, the prime activity is to procure orders; a typical order path is shown in figure 1.</p><p>　　From the figure, it is clear that the way the orders are generated and scheduled will determine performance of t

17、he downstream activities and inventory levels. Hence, the first step in assessing performance is to analyse the way the order-related activities are carried out. To do this, the most important issues—such as the order en

18、try method, order lead-time and the path of order traverse—need to be considered.</p><p>　　2.2 Supply chain partnership and related metrics</p><p>　　Recently, the buyer–supplier partnership has

19、gained a lot of attention from industry and researchers, resulting in a steady stream of literature promoting it (e.g. Ellram 1991, Toni et al. 1994, McBeth and Ferguson 1994, Graham et al. 1994, Landeros et al. 1995, Ne

20、w 1996, Thomas and Griffin 1996, Towill 1997, Fisher 1997, Maloni and Benton 1997, Gunasekaran et al. 2001). According to Jagdev and Browne (1998) the framework of extended enterprises describes how a manufacturing syste

21、m extends its b</p><p>　　2.3 Measuring customer service and satisfaction</p><p>　　Extended enterprises develop loyal and long-term relationships with key customers and treat them as their most i

22、mportant partners. This measurement is aimed at integrating customer specifications in design, and setting the dimensions of quality and feedback for the control process. They contain product/service flexibility, custome

23、r query time, customer order fulfilment time, logistics of delivery and post-transaction service.</p><p>　　2.4 Production level measures and metrics</p><p>　　As an important part of SCM as exten

24、ded enterprises, the performance of the production process also needs to be measured, managed and improved, and suitable metrics for it established. This category consists of a range of products and services, capacity ut

25、ilisation, and effectiveness of scheduling techniques.</p><p>　　2.5 Performance evaluation of delivery link</p><p>　　These measures are designed to evaluate the performance of delivery and distr

26、ibution cost in supply chain. The typical measures for delivery performance evaluation are lead-time reduction in the delivery process, on-time delivery (delivery-to-request date, delivery-tocommit date and order fill le

27、ad-time), distribution mode, the delivery channel, vehicle scheduling, and warehouse location, the percentage of goods in transit, quality of information exchanged during delivery, number of faultless no</p><p

28、>　　2.6 Supply chain finance and logistics cost</p><p>　　The aim of the logistics function is to ensure that the right product is delivered to the right destination at the right time, in the right quantity

29、, and at the least possible cost. According to Jagdev and Browne (1998) logistics will help make decisions on such issues as, warehouse location, selection and coordination with the transport company, resource management

30、, scheduling, dispatching, demand forecasting, order processing, materials requirements planning, etc. Determining the total logisti</p><p>　　3. Performance evaluation framework for SCM</p><p>　

31、　Many manufacturing and service organisations have used performance measures and measurement systems to determine their performance (Mettanen 2005). Rouse and Putterill (2003) argued that a performance measurement (PM) f

32、ramework assists in the process of performance measurement system building, by clarifying PM boundaries, specifying PM dimensions or views and may also provide initial institutions into relationships among the PM dimensi

33、ons. Hudson et al. (2001) investigated strategically aligned </p><p>　　4. The balanced scorecard</p><p>　　The need for performance measurement systems at different levels of decision-making, eit

34、her in the industry or service contexts, is undoubtedly not something new (Bititci et al. 2005). Robert Kaplan of Harvard University and David Norton, an American management consultant have presented the BSC concept in a

35、 series of articles published in Harvard Business Review (Kaplan and Norton 1992, 1993, 2000). They have argued that traditional financial accounting measures offer a narrow and incomplete pic</p><p>　　5. Th

36、e analytic hierarchy process</p><p>　　The analytic hierarchy process (AHP) is a multi-criteria decision-making tool developed by Saaty (1980). The AHP is a systematic procedure for representing the elements

37、of any problem, hierarchically. According to Jagdev et al. (2004) since decision-making in the strategy formulation domain is often fraught with uncertainty, the manager should be able to express a degree of belief and c

38、onfidence in his judgment. AHP provides a theory and a corresponding methodology, which support the modelling o</p><p>　　6. AHP in SCM evaluation</p><p>　　This work presents the use of AHP in SC

39、M evaluation. The AHP can be the best tool for prioritising and choosing the best measure and metric for day-to-day business operations. The hierarchic portrayal of a problem is as follows: An overall performance measure

40、ment system (PMS) of a SCM is decided by three criteria performance measures in the hierarchy, strategic, tactical and operational level. These are further divided into subcriteria performance measures for different deci

41、sion levels in the hi</p><p>　　7. Results and discussion</p><p>　　Clearly from table 2, P-strategic (0.755) is perceived to be the most important criterion followed by the P-operational (0.178)

42、and P-tactical (0.067). It reveals that performance measurement at the strategic level is the most important whereas the measures at tactical levels rated least important. It also suggests that performance measures that

43、reflect the strategic performance for long term are preferred. It is interesting to note that performance measures at operational level have been prefer</p><p>　　8. Conclusions and implications of the study&

44、lt;/p><p>　　The AHP approach, as a decision-making tool presented in the paper, is efficient in dealing with multi-criteria decision-making problems. Since performance measurementof SCM is a problem facing deci

45、sion-makers nowadays, especially in the era of globalisation, AHP involves the process of choosing among many alternatives based on multiple criteria and sub-criteria and explained in detail using Expert ChoiceTM softwar

46、e. The AHP method divides the complex problem into subproblems, which make it easi</p><p><b>　　譯文：</b></p><p>　　運(yùn)用層次分析法分析供應(yīng)鏈管理的績(jī)效評(píng)價(jià)</p><p>　　R.巴格瓦蒂和M.K爾馬</p><

47、p>　　機(jī)械工程系，MBM 工程學(xué)院，工程及建筑，JNV 大學(xué)，</p><p>　　印度拉賈斯坦邦，Jodhpur-342011生產(chǎn)部門</p><p>　　供應(yīng)鏈管理的績(jī)效評(píng)價(jià)是一個(gè)由于大量因素影響決策的快速增長(zhǎng)的多目標(biāo)決策問題。在經(jīng)濟(jì)全球化的時(shí)代，提高公司的競(jìng)爭(zhēng)力的關(guān)鍵是正確的選擇績(jī)效評(píng)價(jià)和措施。認(rèn)識(shí)到這個(gè)問題的多目標(biāo)的性質(zhì)，本文提出用傳統(tǒng)的層次分析法來(lái)幫助配置管理評(píng)估決定。成

48、對(duì)比較是層次分析法中的一種調(diào)查方法。此方法可以幫助企業(yè)確定優(yōu)先順序，并從不同的平衡計(jì)分卡的角度不穩(wěn)定和復(fù)雜的全球環(huán)境中制訂一套可行的績(jī)效評(píng)價(jià)策略。介紹了在現(xiàn)實(shí)生活問題中的應(yīng)用并演示這種方法。</p><p>　　關(guān)鍵詞： 供應(yīng)鏈管理 ；績(jī)效評(píng)價(jià) ；層次分析法 ；平衡記分卡</p><p><b>　　1. 簡(jiǎn)介 </b></p><p>　　在

49、經(jīng)濟(jì)全球化時(shí)代，供應(yīng)鏈被當(dāng)作擴(kuò)展企業(yè)。這些不同地區(qū)的企業(yè)嘗試建立合作關(guān)系，以獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。據(jù)喬德和布朗(1998)所說，供應(yīng)鏈由于延長(zhǎng)企業(yè)負(fù)責(zé)合計(jì)產(chǎn)品生命周期，從材料采購(gòu)，供應(yīng)管理，產(chǎn)生方式和生產(chǎn)過程，進(jìn)一步產(chǎn)品銷售，客戶服務(wù)，最后，回收和處置報(bào)廢的產(chǎn)品。近幾年一大批企業(yè)意識(shí)到日常運(yùn)營(yíng)管理供應(yīng)鏈管理的潛力。但是，他們常常缺乏有效的績(jī)效措施和衡量標(biāo)準(zhǔn)，由于缺乏平衡的方法和戰(zhàn)略、戰(zhàn)術(shù)，難以實(shí)現(xiàn)一個(gè)完善的供應(yīng)鏈管理，和業(yè)務(wù)水平指標(biāo)之間的區(qū)別明

50、顯在于洞察力的需求發(fā)展（古納色卡蘭等人，2001 年，哈德遜等人2001年）。一些研究人員（布朗等人1997，洛斯塔德1998，秋杰1998，弗蘭和布朗 2005年）確定供應(yīng)鏈管理績(jī)效評(píng)價(jià)，并提議建立一個(gè)架構(gòu)，由不同的各級(jí)財(cái)政和財(cái)務(wù)指標(biāo)對(duì)它們進(jìn)行分類。這個(gè)結(jié)構(gòu)還不能完全的從不同的角度提供一個(gè)均衡的總業(yè)務(wù)表現(xiàn)的圖片，因?yàn)樗鼪]有明確突出落后或領(lǐng)先的業(yè)務(wù)領(lǐng)域?？ㄆ仗m和諾頓1992年提出平衡計(jì)分卡，平衡計(jì)分卡作為評(píng)價(jià)公司的業(yè)績(jī)的一種手段，有四個(gè)

51、不同角度：財(cái)務(wù)角度、內(nèi)部業(yè)務(wù)流程角度、客戶的角度和學(xué)習(xí)增長(zhǎng)的角度。平衡計(jì)分卡為許多公司供應(yīng)鏈管理評(píng)價(jià)更均衡的業(yè)績(jī)的圖片</p><p>　　本文的大綱如下所示：第2節(jié)將提出供應(yīng)鏈管理的績(jī)效指標(biāo)評(píng)價(jià)。第3節(jié)討論的供應(yīng)鏈管理的績(jī)效評(píng)估結(jié)構(gòu)。在第4 及5節(jié)分別提出平衡記分卡和層次分析法的處理。第6節(jié)提出在供應(yīng)鏈管理評(píng)價(jià)報(bào)告應(yīng)用層次分析法。第7節(jié)給出結(jié)果與討論。最后，在第8節(jié)中提出的結(jié)論和意義。</p>&

52、lt;p>　　2. 供應(yīng)鏈管理的績(jī)效評(píng)價(jià)和體系</p><p>　　在這一節(jié)中，我們對(duì)供應(yīng)鏈管理的實(shí)施進(jìn)行了一些嘗試并確定了最合適的績(jī)效評(píng)價(jià)，視為結(jié)論，同時(shí)討論了由喬德和布朗（1998）和古納色卡蘭等人（2001，2004）提出的擴(kuò)展企業(yè)的供應(yīng)鏈計(jì)劃。弗蘭和布朗（2005）建議，績(jī)效評(píng)價(jià)的組織可分為供應(yīng)鏈管理和擴(kuò)展企業(yè)績(jī)效評(píng)價(jià)，前者只靠傳統(tǒng)物流的實(shí)施，而后者包含著供應(yīng)鏈體系結(jié)構(gòu)方面，并將非邏輯的觀點(diǎn)添加到其

53、評(píng)價(jià)領(lǐng)域。</p><p>　　2.1計(jì)劃訂單的程序的績(jī)效評(píng)價(jià)</p><p>　　對(duì)任何公司，主要活動(dòng)是采購(gòu)訂單 ；一個(gè)典型的命令路徑如圖1所示。</p><p>　　從這些數(shù)據(jù)能清楚看出訂單的生成和預(yù)定的方式，這些將確定下游活動(dòng)的績(jī)效和庫(kù)存水平。因此，在績(jī)效評(píng)估的第一步是分析訂單相關(guān)活動(dòng)的進(jìn)行的方式。最重要的問題，如訂單輸入方法，訂單交貨時(shí)間和順序遍歷路徑這些需

54、要考慮。</p><p>　　2.2供應(yīng)鏈合作伙伴關(guān)系和相關(guān)的衡量標(biāo)準(zhǔn)</p><p>　　最近，買賣雙方的合作關(guān)系，得到了很多工業(yè)和研究人員的注意，眾多的文獻(xiàn)導(dǎo)致科技資訊的推廣（例如艾爾1991年，托尼等人1994年，麥克貝斯和弗格森1994年，格雷厄姆1994年，蘭德等人1995年，紐蘭1996年，托馬斯和格里芬1996年，特沃1997年，費(fèi)舍爾1997年，本頓1997年古納色卡蘭等，

55、2001年）。據(jù)喬德和布朗（1998年）介紹了如何制造擴(kuò)展其企業(yè)邊界結(jié)構(gòu)的系統(tǒng)。重點(diǎn)是制造企業(yè)核心業(yè)務(wù)活動(dòng)，外部供應(yīng)商和其他服務(wù)供應(yīng)商的非核心業(yè)務(wù)活動(dòng)。它鼓勵(lì)制造商和供應(yīng)商提高競(jìng)爭(zhēng)能力，并提高他們相互依賴關(guān)系，以達(dá)到共同的成功。大多數(shù)這類研究強(qiáng)調(diào)合作關(guān)系，如何改善供應(yīng)鏈的運(yùn)作。因此，對(duì)于買方和供應(yīng)商來(lái)說，一種高效的績(jī)效評(píng)價(jià)是不夠的；需要對(duì)它們之間存在的合作關(guān)系的程度進(jìn)行評(píng)估和改進(jìn)。 </p><p>　　2.3

56、調(diào)查客戶服務(wù)和滿意度 </p><p>　　企業(yè)發(fā)展的關(guān)鍵是與客戶長(zhǎng)期的關(guān)系，并將它們視為他們最重要的合作伙伴。這調(diào)查重在強(qiáng)調(diào)顧客的需求范圍，重視質(zhì)量和反饋過程。它們包含：產(chǎn)品/服務(wù)的靈活性，客戶查詢時(shí)間，客戶訂單履行時(shí)間，服務(wù)交付和物流交易。 </p><p>　　2.4 生產(chǎn)過程的措施和指標(biāo) </p><p>　　生產(chǎn)過程作為供應(yīng)鏈管理的一個(gè)重要部分，還需要為它

57、建立評(píng)價(jià)、管理和改進(jìn)，和適當(dāng)?shù)闹笜?biāo)。包括一系列的產(chǎn)品和服務(wù)、運(yùn)用能力和調(diào)度的有效性。</p><p>　　2.5 交貨績(jī)效評(píng)估環(huán)節(jié) </p><p>　　這些績(jī)效評(píng)估重在評(píng)估和在供應(yīng)鏈中分發(fā)的成本。提供績(jī)效評(píng)價(jià)的典型措施是傳遞中的交貨時(shí)間減少，交付交貨期從傳遞到請(qǐng)求到提交日期和交貨期的順序、分布模式、傳遞通道、車輛調(diào)度、倉(cāng)庫(kù)位置、貨物在運(yùn)輸途中在交付、開票，認(rèn)真地觀察數(shù)量和運(yùn)載系統(tǒng)，以滿足

58、特定客戶需求的靈活性，以及交換的信息質(zhì)量的百分比（諾威1990年，古德等，1994年，斯圖爾特1995年）。</p><p>　　2.6 供應(yīng)鏈融資和物流成本 </p><p>　　物流的目的是在適當(dāng)?shù)臅r(shí)間，適當(dāng)?shù)牡攸c(diǎn)，以盡可能少的成本，確保正確的產(chǎn)品傳遞給正確的目標(biāo)。依法喬德和布朗（1998年）的觀點(diǎn)，物流將有助于解決這些問題，倉(cāng)庫(kù)位置、選擇決定和與公司運(yùn)輸資源管理，協(xié)調(diào)調(diào)度，需求預(yù)測(cè)，

59、訂單處理，物料需求計(jì)劃等。確定總成本后可以評(píng)估供應(yīng)鏈的財(cái)政問題。在供應(yīng)鏈環(huán)境中，決定一個(gè)戰(zhàn)略和技術(shù)，有助于信息和材料的傳遞暢通。它們用于供應(yīng)鏈的評(píng)估，如資產(chǎn)成本，投資，回報(bào)和總庫(kù)存成本的財(cái)務(wù)表現(xiàn)。</p><p>　　3. 供應(yīng)鏈管理績(jī)效評(píng)估結(jié)構(gòu)</p><p>　　許多制造和服務(wù)機(jī)構(gòu)使用績(jī)效評(píng)價(jià)的系統(tǒng)以確定其性能（Mettanen2005年）。勞斯和Putterill（2003）認(rèn)為，績(jī)

60、效評(píng)價(jià)有助于建設(shè)企業(yè)結(jié)構(gòu)，績(jī)效評(píng)價(jià)的系統(tǒng)過程中，通過清楚PM的邊界，指定PM尺度或視圖，可提供初始值到終值之間的關(guān)系。哈德遜等人（2001 年）在戰(zhàn)略上對(duì)績(jī)效調(diào)查的措施，可以幫助刺激和持續(xù)改善；這是通過業(yè)績(jī)掛鉤的具體措施，改進(jìn)工作，并幫助推動(dòng)和實(shí)現(xiàn)戰(zhàn)略目標(biāo)，其目的是重新審查和定期更新。弗蘭和布朗（2005年）專為不同的組織環(huán)境提出了不同的績(jī)效評(píng)價(jià)結(jié)構(gòu)。他們通過對(duì)兩個(gè)績(jī)效評(píng)價(jià)的內(nèi)容的研究，進(jìn)一步擴(kuò)展了企業(yè)的績(jī)效評(píng)價(jià)系統(tǒng)：企業(yè)平衡記分卡與選

61、擇和實(shí)施的方案。布朗等人（1997年）在發(fā)達(dá)國(guó)家中完成了一組通用的的績(jī)效評(píng)價(jià)ENAPS方法和使用沙漏自上而下的方法。它包含了很多績(jī)效評(píng)價(jià)，如在本文前面部分大量討論的指標(biāo)。特納等人（2005年）已在過去十年中建議改善應(yīng)用程序的績(jī)效的措施，從傳統(tǒng)的財(cái)務(wù)績(jī)效評(píng)價(jià)，到現(xiàn)在包括廣泛的財(cái)務(wù)業(yè)績(jī)計(jì)量等等。這些績(jī)效的研究使得各種類型的績(jī)效模式日益增長(zhǎng)，如戰(zhàn)略的績(jī)效和報(bào)告技術(shù)(SMART)（克若斯和林奇1988 - 1989），平衡計(jì)分卡（卡普蘭和諾&l

62、t;/p><p><b>　　4. 平衡計(jì)分卡 </b></p><p>　　在不同情況下需要不同的績(jī)效評(píng)價(jià)系統(tǒng)，在各行各業(yè)，無(wú)疑是不是新的（Bititci等2005年）。哈佛大學(xué)的羅伯特 · 卡普蘭和戴維 · 諾頓，一名美國(guó)管理顧問，在哈佛商業(yè)評(píng)論發(fā)表的一系列文章中提出了平衡計(jì)分卡概念（卡普蘭和諾頓1992，2000年）。他們認(rèn)為傳統(tǒng)的財(cái)務(wù)會(huì)計(jì)只能提

63、供狹窄和不完整的業(yè)務(wù)評(píng)價(jià)，而對(duì)這些數(shù)據(jù)的依賴，阻礙了企業(yè)對(duì)未來(lái)的商業(yè)價(jià)值的創(chuàng)造。因此他們建議，補(bǔ)充一些反映內(nèi)部業(yè)務(wù)的流程，滿意的財(cái)政措施，學(xué)習(xí)和成長(zhǎng)的能力。平衡計(jì)分卡是為了補(bǔ)充‘過去財(cái)政措施的表現(xiàn)和他們對(duì)未來(lái)價(jià)值創(chuàng)造的表現(xiàn)’。他們的名稱反映了繼續(xù)創(chuàng)造項(xiàng)目的概念，保持一種平衡的意圖‘短期和長(zhǎng)遠(yuǎn)目標(biāo)、財(cái)務(wù)和非財(cái)務(wù)措施、滯后和領(lǐng)先指標(biāo)，內(nèi)部和外部的性能管理’。平衡計(jì)分卡中，服務(wù)行政總裁的早期形象，就像一個(gè)駕駛室的飛行員，似乎需要明白并掌控整架

64、飛機(jī)。</p><p><b>　　5. 層次分析法 </b></p><p>　　層次分析法（AHP）是Saaty（1980年）制定的多準(zhǔn)則決策工具。層次分析法是一個(gè)系統(tǒng)過程中用元素來(lái)表示層次結(jié)構(gòu)的方法。據(jù)喬德等人（2004）稱，戰(zhàn)略制定中的決策往往是充滿不確定性，管理者應(yīng)該能夠表達(dá)他的信仰和他對(duì)自己的判斷力的信任。層次分析法提供建模理論和一個(gè)相應(yīng)的方法。層次結(jié)構(gòu)是

65、從頂部（管理的角度看目標(biāo)）通過中間水平（標(biāo)準(zhǔn)/子標(biāo)準(zhǔn)）到最低水平。它把一個(gè)問題分解成很小和很小的部分，然后決策者通過一系列的比較判斷并記錄（記錄，可以重新檢查），可以用重新檢查來(lái)顯示層次結(jié)構(gòu)中元素的的影響的強(qiáng)度。然后，將這些結(jié)果轉(zhuǎn)換為數(shù)字。</p><p>　　6. 運(yùn)用層次分析法分析供應(yīng)鏈管理的評(píng)價(jià)</p><p>　　這項(xiàng)工作提供了層次分析法來(lái)對(duì)供應(yīng)鏈管理進(jìn)行了評(píng)價(jià)。層次分析法可以成為

66、排序的最佳工具和選擇日常業(yè)務(wù)操作的最佳方法。層次結(jié)構(gòu)中績(jī)效評(píng)價(jià)的三個(gè)標(biāo)準(zhǔn)是：戰(zhàn)略、 戰(zhàn)術(shù)和業(yè)務(wù)水平。這些被進(jìn)一步分成不同子標(biāo)準(zhǔn)來(lái)決定績(jī)效的評(píng)價(jià)。研究供應(yīng)鏈管理績(jī)效評(píng)價(jià)的關(guān)鍵要平衡計(jì)分卡的四個(gè)角度。</p><p><b>　　7. 結(jié)果與討論 </b></p><p>　　從表2看出，戰(zhàn)略在最高，其次是業(yè)務(wù)水平和戰(zhàn)術(shù)。它顯示績(jī)效評(píng)價(jià)的戰(zhàn)略是最重要的，而在戰(zhàn)術(shù)水平是最低

67、的。他還建議反映長(zhǎng)期戰(zhàn)略方針的績(jī)效評(píng)價(jià)是企業(yè)研究的首選。很有趣注意到那績(jī)效評(píng)價(jià)在業(yè)務(wù)水平已經(jīng)在戰(zhàn)術(shù)水平之上了。它顯示了績(jī)效評(píng)價(jià)在日常的作用比相同的中層管理更為重要。</p><p>　　8. 研究結(jié)論和意義 </p><p>　　層次分析法，作為在本文中提出的決策方法，是一種高效的多準(zhǔn)則決策工具?，F(xiàn)在很多決策者所面對(duì)的問題就是供應(yīng)鏈管理績(jī)效評(píng)價(jià)，特別是在經(jīng)濟(jì)全球化時(shí)代，層次分析法涉及很多多