基于AHP的第三方物流的服务评价和选择研究
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摘要
随着工业技术的高速发展和经济全球化趋势的日益加强,社会分工和专业化水平的不断深化和加速,市场竞争日趋激烈,任何一个企业都无法或者很难长期保持和具备高度相对优势的综合竞争力,全面合理利用各种资源并将非核心业务外包是保持并持续提高企业竞争力的重要手段。同时,随着经济的发展,现代物流在整个经济运行和发展中发挥着越来越重要的作用,第三方物流成为企业逐渐关注和依赖的焦点之一。有序而高效的第三方物流活动对于增强企业核心竞争力、优化内外资源配置,降低营运成本、提升增值服务水平等方面都起着极为重要的作用。然而第三方物流这些作用能否得到全面和充分的发挥以达到需求,很大程度上取决于物流供应商的运作水平和实施能力,而判断物流供应商的运作水平和实施能力则需要一套完整的系统化的评估和选择方法。但就笔者本人所任职的企业C公司在与第三方物流供应商进行实际合作过程中的所面临的情况而言,特别是在选择物流供应商并对其进行评估时,很难真正对物流供应商的水平、实力和服务质量做到全面、可靠、准确地了解和把握,而导致这些问题产生的主要的一点是目前C公司所现行的评价选择方法存在一定程度的局限性,表面化的痕迹明显,对于各项具体服务重要性的优先次序也没有明确定义,与企业需求的实际匹配度并不是很高,可操作性同样不是很强,所以据此而得出的评估结论往往值得商榷,而在此结论基础上所建立的改进措施就很难被具体落实。目前C公司所遇到问题发生的具体原因经常是相互关联的,所以分清主次并确定解决问题的先后次序是形成具体解决方法的关键所在,而现行的评价结论却无法支持这一关键点,所以无论是评估结论还是解决措施无法得到合作双方的一致认同,并在实际合作中会成为C公司和物流供应商的矛盾焦点。所以对C公司而言能否构建合适准确并能够在实际实施中行之有效的对其第三方物流供应商的评价选择模型成为企业与三方物流合作的关键点,这是一个很有现实意义又十分有待解决的问题。
本文正是基于C公司对第三方物流供应商的评价选择所处的环境条件下,着重探讨和研究了第三方物流供应商的评价选择方法。
首先,研究三方物流供应商和绩效管理的有关理论和方法,并且从C公司实际需求和目前所面临的问题出发,采用线性权重法就C公司现行对第三方物流供应商的评价选择方法作出初步的研究和改进并进行了实例应用,具体在原有的每个指标已具备的相应的考核数据和考评参照的基础上,根据不同指标对C公司的重要性和内部各个部门对于不同指标的关注度的平衡,对所有各项指标增加设置了相应的权重,从而使得各项指标对于最终的总体评价从原来具有相同的影响作用变为具有不同的影响效果。其解决目前C公司各项指标没有相应权重的问题,使C公司对供应商的评估进一步趋向合理和完整。在具备了指标权重的基础上运用线性权重法进行了计算并得出了比原先更为合理的评价和选择结论。
然后,通过研究层次分析法解决了绩效评估中所遇到的相互关联的众多因素构成的复杂定量数据的系统的决策和排序的问题使得C公司的绩效评价选择的建模方法变得简洁而实用并具备了较强的可操作性。在原有的物流服务质量表现层面的基础上增加了物流战略和系统以及运作服务和支持这两个新的评估层面,并据此根据层次分析法理论确定C企业的绩效评价指标权重,构建层次分析模型,提出了基于层次分析法的企业选择第三方物流供应商的综合评价模型。运用设定的评价模型进行应用研究,采用专家评估法收集了评价数据并运用层次分析法进行计算分析,其解决了各个指标之间的相对重要性,并且将主观的定性变为了可量化的定量计算。所以计算后得出更有实际依据和说服力的结论。
进而,通过研究群组AHP解决了许多关系复杂的系统中由于个人因素而产生的判断偏置。在上文中已完成的对C公司的层次分析法建模的基础上确定和增加了四位来自于C公司内部不同部门专家的判断权重,运用设定的评价模型对C公司具体实际进行应用研究,在各个专家判断矩阵己知的情况下对每个专家的判断矩阵实施AHP进行计算,得出层次总排序权值,对不同专家的层次总排序权值进行合成,最后得到综合的总排序权值。所以在综合了C公司内部各方的意见后,通过专家判断矩阵集结和相关综合判断矩阵计算解决了各个指标之间的相对重要性的细化和各方意见平衡的问题,将主观的定性问题变为客观定量问题的计算运用并得出更为合理,客观和符合C公司实际的结论。
本文结合C公司在生产运营层面的实际要求和特点,通过指标权重法和基于层次分析法的原则构建了物流供应商服务评价体系,对原有的评价指标增加了权重并在C公司原有供应商的物流服务质量表现的评估层面基础上,新增了物流战略和系统以及运作服务和支持等两个主要层面的评估因素。从这三个主要因素入手,并将其各自具体包含的评价指标分别展开从而构建了第三方物流供应商的评价指标体系的层次结构并进行了APH的计算和结论分析,并进一步通过群组AHP去除了由于个人因素而产生的判断偏置,在C公司的案例中进行了实证应用并取得了较好的结果。所以本文构建的评价指标体系和应用方法也可以为企业对第三方物流服务服务进行全面综合评价提供了参考。
With the rapid development of industrial technology and the increasing economic globalization, social division of labor and specialization of the deepening and acceleration of an increasingly competitive market, any enterprise can not or difficult to maintain and have a high degree of long-term comprehensive comparative advantage competitiveness, comprehensive and rational use of resources and outsourcing non-core business is the important mean to maintain and continuously improve the competitiveness of enterprises. Meanwhile, with the economic development of modern logistics as an economic and efficient operation, with the increasing demand of logistics service, the third party logistics enterprises have gradually become the focus of attention and rely on. Experience shows that orderly and efficient third party logistics activities for enhancing their core competitiveness, optimizing internal and external resources, reduce operating costs, improve service levels. However, whether these functions of third-party logistics can fully meet demand, largely depend on the level of the operation of logistics and implementation capacity, and determine the level of the operation of logistics and implementation capacity will need a complete set of systematic evaluation and selection.
Company C for the actual third-party logistics providers are facing in the process of cooperation in the case, especially in the choice of logistics providers and evaluated, it is difficult really to the logistics supply business level, strength and quality of service to be comprehensive, reliable, accurate understanding and grasp, which led to these problems are the main point is the evaluation of company C of the current selection method has limitations to some extent, superficial signs of obvious for the importance of the specific service priorities are not clearly defined, and the business needs of the actual matching is not very high, the same is not very feasible, so come to the conclusions of the assessment accordingly often debatable, but this conclusion, based on established measures for improving the implementation is difficult to be specific. Company C is currently the specific problems encountered are often interrelated reasons, so prioritize and determine the order to solve the problem is the formation of specific solutions to the key, and the existing evaluation findings can not support this critical point, so, whether conclusions of the assessment or remedial measures can not be consensus between the partners, and in practical cooperation will become a C Corporation and logistics providers the focus of conflict. Therefore, companies can build the C accurate and appropriate to the actual implementation of effective third-party logistics providers for its evaluation and selection models become the key logistics co-operation with the three points, this is a great practical significance and is yet to be resolved. This article is based on C Company of the evaluation of third-party logistics provider selection under the conditions of their environment, and research focused on the third-party logistics providers in the evaluation and selection methods.
First, the three logistics providers and performance management theories and methods, and from C Company of the actual needs and problems currently facing, adopting the linear weight method to C Company existing third-party logistics providers to make initial and conducted research and improve practical application, so C company's assessment of the supplier further tend to be reasonable and complete. The availability of the index weight, based on the use of linear weighting method were calculated and obtained more reasonable than the original conclusions of the evaluation and selection. Then, by studying the analytic hierarchy process to solve the many interrelated factors that constitute a complex system of quantitative data in decision-making and make the sort of problem C company's choice of modeling performance evaluation becomes simple and practical and can have a strong operational. In the original performance of logistics service quality based on the increased level of logistics strategies and systems, and operation of the service and support these two new assessment level, and accordingly determined based on AHP theory of enterprise performance evaluation weight, building-level analysis model proposed AHP based business to choose third-party logistics providers in the comprehensive evaluation model.
Furthermore, by studying the relationship between the group AHP has a solution for complex systems arise because of personal factors determine the bias. In the above companies has been completed on the AHP model based on an increase in identified four from experts in different departments within the company to determine the weight of the evaluation model used to set specific conditions on the C applied research company , Judgement Matrix in all the circumstances known to the implementation of each expert AHP comparison matrix to calculate the total level of sort weights obtained for different levels of experts, the total synthesis of sort weights, the final total ranking have the right to comprehensive value. Applied and obtained more reasonable, objective and consistent with C company's actual results.
The paper close with the actual operating level requirements and characteristics of index weight method and by AHP based logistics provider established the principle of service evaluation system, the original company in the C logistics service providers based on the assessment of quality performance, the new logistics strategies and systems and operational services and support are two key aspects of the evaluation factors. Starting from the three main factors, and their respective evaluation of specific indicators were included to start in order to build a third-party logistics supplier evaluation index system and the hierarchical structure were calculated and conclusions of the analysis, and further removed by the group AHP arising due to personal factors determine the bias in the case of C Company to obtain the empirical applications and achieved good results. Therefore, this construct the evaluation index system and application method can also be third-party logistics service for enterprises to conduct a comprehensive evaluation service provides a reference.
本文正是基于C公司对第三方物流供应商的评价选择所处的环境条件下,着重探讨和研究了第三方物流供应商的评价选择方法。
首先,研究三方物流供应商和绩效管理的有关理论和方法,并且从C公司实际需求和目前所面临的问题出发,采用线性权重法就C公司现行对第三方物流供应商的评价选择方法作出初步的研究和改进并进行了实例应用,具体在原有的每个指标已具备的相应的考核数据和考评参照的基础上,根据不同指标对C公司的重要性和内部各个部门对于不同指标的关注度的平衡,对所有各项指标增加设置了相应的权重,从而使得各项指标对于最终的总体评价从原来具有相同的影响作用变为具有不同的影响效果。其解决目前C公司各项指标没有相应权重的问题,使C公司对供应商的评估进一步趋向合理和完整。在具备了指标权重的基础上运用线性权重法进行了计算并得出了比原先更为合理的评价和选择结论。
然后,通过研究层次分析法解决了绩效评估中所遇到的相互关联的众多因素构成的复杂定量数据的系统的决策和排序的问题使得C公司的绩效评价选择的建模方法变得简洁而实用并具备了较强的可操作性。在原有的物流服务质量表现层面的基础上增加了物流战略和系统以及运作服务和支持这两个新的评估层面,并据此根据层次分析法理论确定C企业的绩效评价指标权重,构建层次分析模型,提出了基于层次分析法的企业选择第三方物流供应商的综合评价模型。运用设定的评价模型进行应用研究,采用专家评估法收集了评价数据并运用层次分析法进行计算分析,其解决了各个指标之间的相对重要性,并且将主观的定性变为了可量化的定量计算。所以计算后得出更有实际依据和说服力的结论。
进而,通过研究群组AHP解决了许多关系复杂的系统中由于个人因素而产生的判断偏置。在上文中已完成的对C公司的层次分析法建模的基础上确定和增加了四位来自于C公司内部不同部门专家的判断权重,运用设定的评价模型对C公司具体实际进行应用研究,在各个专家判断矩阵己知的情况下对每个专家的判断矩阵实施AHP进行计算,得出层次总排序权值,对不同专家的层次总排序权值进行合成,最后得到综合的总排序权值。所以在综合了C公司内部各方的意见后,通过专家判断矩阵集结和相关综合判断矩阵计算解决了各个指标之间的相对重要性的细化和各方意见平衡的问题,将主观的定性问题变为客观定量问题的计算运用并得出更为合理,客观和符合C公司实际的结论。
本文结合C公司在生产运营层面的实际要求和特点,通过指标权重法和基于层次分析法的原则构建了物流供应商服务评价体系,对原有的评价指标增加了权重并在C公司原有供应商的物流服务质量表现的评估层面基础上,新增了物流战略和系统以及运作服务和支持等两个主要层面的评估因素。从这三个主要因素入手,并将其各自具体包含的评价指标分别展开从而构建了第三方物流供应商的评价指标体系的层次结构并进行了APH的计算和结论分析,并进一步通过群组AHP去除了由于个人因素而产生的判断偏置,在C公司的案例中进行了实证应用并取得了较好的结果。所以本文构建的评价指标体系和应用方法也可以为企业对第三方物流服务服务进行全面综合评价提供了参考。
With the rapid development of industrial technology and the increasing economic globalization, social division of labor and specialization of the deepening and acceleration of an increasingly competitive market, any enterprise can not or difficult to maintain and have a high degree of long-term comprehensive comparative advantage competitiveness, comprehensive and rational use of resources and outsourcing non-core business is the important mean to maintain and continuously improve the competitiveness of enterprises. Meanwhile, with the economic development of modern logistics as an economic and efficient operation, with the increasing demand of logistics service, the third party logistics enterprises have gradually become the focus of attention and rely on. Experience shows that orderly and efficient third party logistics activities for enhancing their core competitiveness, optimizing internal and external resources, reduce operating costs, improve service levels. However, whether these functions of third-party logistics can fully meet demand, largely depend on the level of the operation of logistics and implementation capacity, and determine the level of the operation of logistics and implementation capacity will need a complete set of systematic evaluation and selection.
Company C for the actual third-party logistics providers are facing in the process of cooperation in the case, especially in the choice of logistics providers and evaluated, it is difficult really to the logistics supply business level, strength and quality of service to be comprehensive, reliable, accurate understanding and grasp, which led to these problems are the main point is the evaluation of company C of the current selection method has limitations to some extent, superficial signs of obvious for the importance of the specific service priorities are not clearly defined, and the business needs of the actual matching is not very high, the same is not very feasible, so come to the conclusions of the assessment accordingly often debatable, but this conclusion, based on established measures for improving the implementation is difficult to be specific. Company C is currently the specific problems encountered are often interrelated reasons, so prioritize and determine the order to solve the problem is the formation of specific solutions to the key, and the existing evaluation findings can not support this critical point, so, whether conclusions of the assessment or remedial measures can not be consensus between the partners, and in practical cooperation will become a C Corporation and logistics providers the focus of conflict. Therefore, companies can build the C accurate and appropriate to the actual implementation of effective third-party logistics providers for its evaluation and selection models become the key logistics co-operation with the three points, this is a great practical significance and is yet to be resolved. This article is based on C Company of the evaluation of third-party logistics provider selection under the conditions of their environment, and research focused on the third-party logistics providers in the evaluation and selection methods.
First, the three logistics providers and performance management theories and methods, and from C Company of the actual needs and problems currently facing, adopting the linear weight method to C Company existing third-party logistics providers to make initial and conducted research and improve practical application, so C company's assessment of the supplier further tend to be reasonable and complete. The availability of the index weight, based on the use of linear weighting method were calculated and obtained more reasonable than the original conclusions of the evaluation and selection. Then, by studying the analytic hierarchy process to solve the many interrelated factors that constitute a complex system of quantitative data in decision-making and make the sort of problem C company's choice of modeling performance evaluation becomes simple and practical and can have a strong operational. In the original performance of logistics service quality based on the increased level of logistics strategies and systems, and operation of the service and support these two new assessment level, and accordingly determined based on AHP theory of enterprise performance evaluation weight, building-level analysis model proposed AHP based business to choose third-party logistics providers in the comprehensive evaluation model.
Furthermore, by studying the relationship between the group AHP has a solution for complex systems arise because of personal factors determine the bias. In the above companies has been completed on the AHP model based on an increase in identified four from experts in different departments within the company to determine the weight of the evaluation model used to set specific conditions on the C applied research company , Judgement Matrix in all the circumstances known to the implementation of each expert AHP comparison matrix to calculate the total level of sort weights obtained for different levels of experts, the total synthesis of sort weights, the final total ranking have the right to comprehensive value. Applied and obtained more reasonable, objective and consistent with C company's actual results.
The paper close with the actual operating level requirements and characteristics of index weight method and by AHP based logistics provider established the principle of service evaluation system, the original company in the C logistics service providers based on the assessment of quality performance, the new logistics strategies and systems and operational services and support are two key aspects of the evaluation factors. Starting from the three main factors, and their respective evaluation of specific indicators were included to start in order to build a third-party logistics supplier evaluation index system and the hierarchical structure were calculated and conclusions of the analysis, and further removed by the group AHP arising due to personal factors determine the bias in the case of C Company to obtain the empirical applications and achieved good results. Therefore, this construct the evaluation index system and application method can also be third-party logistics service for enterprises to conduct a comprehensive evaluation service provides a reference.
引文
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[2] Steeven Eleahy Paul R.Murphy, Determinants of Successful Logistical Relationship A third Party Provider Perspective. Transportation Journal.1995:296-305
[3] Mohan K Menon, Michael A McGinnis, Kenneth B Acherman. Selection criteria for providers of third-party logistics services: An exploratory study, Journal of Business Logistics 1998.Vol.19. Iss.I: 121-138
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