【摘要】：KPI管理是高效、實(shí)用的企業(yè)管理工具,具有重點(diǎn)明確、要求量化、目標(biāo)清晰、便于分析等優(yōu)點(diǎn),被當(dāng)前企業(yè)廣為認(rèn)可與采用。D公司H項(xiàng)目為專業(yè)的第三方零備件物流服務(wù)作業(yè)項(xiàng)目(下簡稱H項(xiàng)目),在項(xiàng)目運(yùn)行初期便設(shè)置了物流作業(yè)KPI,其考核結(jié)果是項(xiàng)目內(nèi)部管控及客戶對物流作業(yè)水平評判的重要依據(jù)。隨著項(xiàng)目開展與深入,項(xiàng)目運(yùn)營的內(nèi)外部環(huán)境也隨之變化,導(dǎo)致一系列問題亟待解決。具體體現(xiàn)在:一是H項(xiàng)目的業(yè)務(wù)特點(diǎn)及物流作業(yè)要求有所變化,而物流作業(yè)KPI模型未作相應(yīng)調(diào)整,KPI考核結(jié)果不夠客觀,二是運(yùn)營成本如人員、庫租等持續(xù)上漲,三是與作業(yè)現(xiàn)狀不相符的KPI考核導(dǎo)致工作重心偏移,引起過度作業(yè),嚴(yán)重影響成本控制。以上問題解決的核心就是要降本增效。去年下旬,D公司也提出了降本增效經(jīng)營要求,而優(yōu)化KPI是實(shí)現(xiàn)降本增效的重要途徑。因此,為保證項(xiàng)目長期穩(wěn)定、健康運(yùn)營、實(shí)現(xiàn)降本增效,對當(dāng)前KPI模型優(yōu)化勢在必行。本文所做研究主要有如下內(nèi)容:通過文獻(xiàn)分析當(dāng)前主流績效考核模型,確定繼續(xù)沿用當(dāng)前KPI模型。采用流程分析法,梳理H項(xiàng)目業(yè)務(wù)現(xiàn)狀及物流作業(yè)流程,找出重點(diǎn)環(huán)節(jié)。運(yùn)用現(xiàn)場調(diào)查法,對當(dāng)前KPI模型進(jìn)行優(yōu)化意向調(diào)查,充分收集優(yōu)化意見。對主要物流作業(yè)步驟進(jìn)行物流作業(yè)效率測算分析,對其他擬改進(jìn)點(diǎn)進(jìn)行可行性分析,并結(jié)合H項(xiàng)目人員配置現(xiàn)狀對當(dāng)前物流作業(yè)KPI模型進(jìn)行可行性分析。提出優(yōu)化方案,使之更適合當(dāng)前物流作業(yè)管理思路、更準(zhǔn)確反映物流作業(yè)現(xiàn)狀,進(jìn)而更有利于項(xiàng)目運(yùn)營。本文做出的研究成果解決了如下問題:(1)研究并優(yōu)化了 H項(xiàng)目物流作業(yè)KPI模型。(2)優(yōu)化后的物流作業(yè)KPI模型可更客觀反饋項(xiàng)目作業(yè)水平,充分體現(xiàn)管理重點(diǎn)。(3)對現(xiàn)有人員結(jié)構(gòu)提出優(yōu)化建議,最大程度利用現(xiàn)有資源,降低成本。(4)將當(dāng)前物流作業(yè)KPI模型優(yōu)化為客戶KPI和內(nèi)部管理KPI兩版本結(jié)合的形式,既保證對客戶信息量恰當(dāng),又充分收集重要數(shù)據(jù),為內(nèi)部管理提供依據(jù)。(5)優(yōu)化后的物流作業(yè)KPI模型獲得客戶和內(nèi)部團(tuán)隊(duì)認(rèn)可,此次優(yōu)化獲得成功。
[Abstract]:KPI management is an efficient and practical tool for enterprise management. It has the advantages of clear emphasis, quantitative requirements, clear objectives, easy analysis and so on. It is widely recognized and adopted by the enterprise as the professional third party spare parts logistics service project (hereinafter referred to as "H project"), which is widely recognized and adopted by the enterprise. KPI has been set up in the early stage of the project operation, and the result of examination is the inside of the project. Management and control and customer evaluation of logistics level of the important basis. With the development and deepening of the project, the internal and external environment of the project operation also changes, leading to a series of problems to be solved. The details are as follows: first, the business characteristics of H project and the requirements of logistics operation have changed, while the KPI model of logistics operation has not been adjusted accordingly and the results of KPI assessment are not objective enough, and the operating costs, such as personnel and warehouse rent, continue to rise. Third, the KPI examination which does not accord with the present situation of the work results in the shift of the work center of gravity, which causes excessive work and seriously affects the cost control. The core of solving the above problem is to reduce the cost and increase efficiency. Last year, company D also put forward cost reduction and efficiency management requirements, and optimization of KPI is an important way to achieve cost reduction and efficiency. Therefore, it is imperative to optimize the current KPI model in order to ensure the long-term stability and healthy operation of the project. The main contents of this paper are as follows: through the literature analysis of the current mainstream performance appraisal model, it is determined to continue to use the current KPI model. Using the process analysis, combing the H project business status and logistics process, to find out the key links. Using the method of field investigation, the optimization intention of current KPI model is investigated, and the optimization opinions are collected. The efficiency of logistics operation is calculated and analyzed, the feasibility of other improvement points is analyzed, and the KPI model of logistics operation is analyzed according to the present situation of H project staffing. The optimization scheme is put forward to make it more suitable for the current logistics operation management and more accurately reflect the current situation of logistics operation, and then it is more conducive to the project operation. The research results of this paper have solved the following problems: (1) the KPI model of H project logistics is studied and optimized. (2) the optimized KPI model of logistics activity can give more objective feedback to project activity level. (3) to optimize the existing personnel structure, to maximize the use of existing resources, and to reduce costs. (4) to optimize the current logistics KPI model into a combination of customer KPI and internal management KPI. It not only guarantees the proper amount of customer information, but also collects important data to provide the basis for internal management. (5) the optimized logistics KPI model is approved by customers and internal teams, and the optimization is successful.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F252;F416.671

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