供应链客户服务能力评价体系研究

华侨大学硕士学位论文供应链客户服务能力评价体系研究姓名：俞赛平申请学位级别：硕士专业：企业管理指导教师：殷勤20090601I(SC)(SCM)AHPDelphiFCE:;;;;IIAbstractWiththespeedupofeconomicglobalizationandintegration,scientificandtechnologicalcontinuedprogress,competitionamongenterprisesisgoingoninabroaderanddeeperareasandthecompetitiveenvironmenthasbeenchangeddramatically.Ontheonehand,muchattentionhasbeenpaidtotheestablishmentofamodernsupplychain(SC)andthestrengtheningofsupplychainmanagement(SCM),anunprecedenteddevelopmenthasbeengainedinsupplychainandsupplychainmanagementtheoryandpractice,competitionamongenterpriseshasbeengraduallybecomingakindofcompetitionamongsupplychains.Ontheotherhand,competitionincustomerservicehasbecomemoreandmoreimportantandintense.Customerservicecapabilitybecomesthekeytoenhancethecorecompetitivenessofenterprisesandensureenterprisesinaninvincibleposition.It’sacustomereconomictimes,supplychaincustomerservicecapacityembodiesmosttheadvantagesandtheoverallcompetitivestrengthofsupplychain,supplychaincustomerservicecapacityevaluationisespeciallyimportantfortheeffectivelyexpansionofenterprisesupplychainstrategymanagement.Thispaperstudiesthecharacteristicsofthecustomerserviceonthemodernsupplychainaccordingtothetheoryandpracticedevelopmentaboutthemodernsupplychainandcustomerservice.Combinedwiththeaimsandfunctionsofsupplychaincustomerservicecapacityevaluation,itanalyzesanddiscussesthebasicprinciples,whichthesupplychaincustomerservicecapacityevaluationshouldfollow,andtherelevantfactors,whichthesupplychaincustomerservicecapacityisreflected.Onthisbasis,combinedwithBalancedScorecardidea,thispaperresearcheshowtobuildtheevaluationindexsystemofthesupplychaincustomerservicecapacity.ExploretheuseofthecombinationofAHPandDelphimethodtodeterminetheevaluationindexweights,analyzeanddiscusstheusingofFCEtocarryoutcomprehensiveevaluationofthesupplychaincustomerservicecapacity,finallybuildacomprehensiveevaluationsystemofthesupplychaincustomerservicecapacity,filltheblankoftheresearchontheevaluationofsupplychaincustomerservicecapacityandthengiveanapplicationdemonstration.Thisprovidesacommon,convenient,operableevaluationmodelforenterprisestocarryouttheirevaluationofsupplychaincustomerservicecapacity,promoteenterpriseseffectivesupplychainstrategicmanagement.IIIFinally,thepaperresearchworkissummarized.Isalsoestablishesatemplateforfutureresearchandinvestigation.KeyWords:SupplyChain;CustomerServiceCapacity;IndexSystem,IndexWeight;ComprehensiveEvaluationSystem121(SC)(SCM)WTO,,(lauteborn)24Cs4C(ConsumerCostConvenienceCommunication)[1][2][3][4],1Beamon[5][6]Gunasekaran[7]3Lummus[8],Roger[9]2110(1)(tangibles),(2)(reliability)(3)(responsiveness)(4)(competence)(5)(courtesy)(6)(credibility)(7)(security)(8)(access)(9)(communication)(10)(understandingtheconsumer),Brewer,P.C,Speh,T.W.[10]Julie[11]4PRTMSCOR(supplychainoperationsreference)11[12]()2[13](SupplyChainCouncilofCECACSCC)200310SCPR545[14][15]5[16][17]928[18][19]423[20]533[]216[22],[23]34322324.[24]3272[25],43325[26][27]7433(EVA)4[28]536[29][30][31]541[32][33]3PRTM(SCOR)CECASCPR8,,9,:(BSC----SCCSC)BSCAHPDelphiFCE1020802090(SupplyChainSC)2080CouncilofLogisticsManagement,CLMCLM90(ManufacturingResourcePlanningII,MRPII)(EnterpriseResourcePlanning,ERP)ComputerIntegratedManufacturingSystem,CIMSAgileManufacturing,AMVirtualEnterpriselogistics.J.Aitken[34]11GangXiong[35]5[36][37][38][39]JamesB.Rice2-12-1(JamesB.Rice,Jr,BuildingAdvantageThroughSystemInnovation,MIT,June11,2002)[39]Eco-System1960’s1970’s1980’s1990’s1990’s20002000+12(1)(2)(3)[15](4)(5)LSCASCRSC[40]SupplyChainManagement,SCMSCMSCMEvenMartinChristopher[41],,13(GB/T18354-2001)[42][43][44]DavidF.Ross2-2119601970-198031980-1990419902-2(DavidF.Ross,CompetingThroughSupplyChainManagement:CreatingMarker-WinningStrategiesthrough,SupplyChainPartnerships,NewYork:Chapman&Hail,1998.5)ComputerandCommunicationsTechnology,CCT,PRTM(PittigloRabinTodd&Mcgrath)1490751997199610%15%--25-35%10%15-20%2-12-192.293.789.67.86.310.42002[44]2-1(Customer)15(AMA)BerryTheEmployeeasCustomers[45]1231234,,7R[46]RightTimeRightPlaceRightPriceRightChannelorWayRightCustomerRightProductandServiceRightWantorWish16(BernarlJ.LaLonde)(PaulZinszer)[47]CustomerService,[48][49][39]3-117///3-118InternetIntranetExtranet()EDI()EPOSRFIDGPS(EconomicsofScope)193-23-2,3-3203-3,3-4213-43-4Arm-lengthwhirlpoolBowersox,Closs,Stank.[M],1999:2422[50]DouglasLambertfundamentalsoflogisticsmanagement,23[51][52]Christopher[53]20019112002200519999.21GatewaySARS200031042412345()[54]7RLarray[55]25123262728291.2.3.304.IT(SupplyChainPartnershipSCP)fellowshipPartnershipSourcing/-Vendor/Supplier-BuyerSupplierPartnership[56][57][15]31SC7R[58][59][60]32(SCORSCPR)BeamonROF(Resources,Output,Flexibility)sinkandTuttle(SaT)(Activity-Rasedcosting,ABC)(EconomicValuenalysis,EVA)[61]−−[63]---TheBalancedScorecardBSC1992RobertSKaplanDavidPNorton[64]KaplanNortonBSCBSCKaplanNortonBSCBSC33KaplanNortonBalancedScorecard--SupplyChainCustomerServiceCapacityBSCSCCSCBSCSCCSCBSCITBSCSCCSC4-1:SCSCSC(BSC)SCSC4-1BSCSCCSCBSC34BSCSCCSC4-24-21(1)UU1U2U3U435(2)InternetIntranetExtran