本文關(guān)鍵詞： 中小電商企業(yè) 供應(yīng)商績(jī)效評(píng)價(jià)指標(biāo) 快遞供應(yīng)商選擇 權(quán)重確定方法 訂單分配模型（OMS WMS）　出處：《東華大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著國(guó)內(nèi)電子商務(wù)的快速發(fā)展，越來(lái)越多的中小企業(yè)品牌加入到電商的競(jìng)爭(zhēng)中，希望在這輪行情中取得部分市場(chǎng)，分得一杯羹，這中間也包括很多之前并未進(jìn)入國(guó)內(nèi)市場(chǎng)的國(guó)外企業(yè)和品牌。電商的井噴式發(fā)展也推動(dòng)了國(guó)內(nèi)電商物流的發(fā)展，包括倉(cāng)儲(chǔ)，配送及相應(yīng)系統(tǒng)的管理，在這發(fā)展的過(guò)程中也碰到了很多挑戰(zhàn)。對(duì)于注重品牌同時(shí)又關(guān)注成本的中小電商企業(yè)來(lái)講，如何選擇合適的物流快遞供應(yīng)商，如何在快遞供應(yīng)商之間分配不同渠道，不同區(qū)域，不同要求的訂單，如何將快遞供應(yīng)商的績(jī)效和訂單分配掛鉤，激勵(lì)他們主動(dòng)提高配送效率和質(zhì)量，同時(shí)降低物流成本，增加利潤(rùn)源，成了中小企業(yè)開(kāi)拓電商市場(chǎng)必須要面對(duì)的問(wèn)題。 國(guó)內(nèi)快遞市場(chǎng)良莠不齊，各快遞公司之間在配送區(qū)域，配送成本，配送時(shí)效及配送質(zhì)量方面差異很大，各公司所能提供的增值服務(wù)也各不相同，品牌及市場(chǎng)聲譽(yù)也相去甚遠(yuǎn)。本文首先分析國(guó)內(nèi)快遞市場(chǎng)現(xiàn)狀，并介紹了目前中小電商訂單分配的情況，然后以R公司為例，分析了中小電商企業(yè)對(duì)快遞公司的要求，根據(jù)供應(yīng)商的評(píng)價(jià)指標(biāo)及評(píng)價(jià)原則相關(guān)理論，，選擇出了R公司的快遞供應(yīng)商，并確定了供應(yīng)商的動(dòng)態(tài)績(jī)效評(píng)價(jià)指標(biāo)（KPI）及相應(yīng)計(jì)算方法，對(duì)有效的管理供應(yīng)商起到而來(lái)重要作用。 本文核心是在供應(yīng)商績(jī)效評(píng)估的基礎(chǔ)上，研究快遞訂單分配方案。首先確定影響訂單分配的各個(gè)因素，從訂單屬性和供應(yīng)商屬性兩方面對(duì)各因素進(jìn)行分類分析，從定性和定量?jī)煞矫娉醪酱_定訂單分配模型。然后利用層次分析法和統(tǒng)計(jì)平均分確定各因素在分配模型中所占的權(quán)重，建立完整的分配模型并將其公式化系統(tǒng)化，設(shè)置到訂單管理系統(tǒng)（OMS）或倉(cāng)儲(chǔ)管理系統(tǒng)（WMS）中，利用系統(tǒng)進(jìn)行訂單的自動(dòng)分配。并根據(jù)R公司的具體訂單分配結(jié)果來(lái)驗(yàn)證訂單分配模型的實(shí)用性和有效性。在此分配方案模型中，將快遞供應(yīng)商的績(jī)效考核（KPI）和供應(yīng)商的訂單分配動(dòng)態(tài)地聯(lián)系在一起，KPI得分高的供應(yīng)商將得到更多訂單，提高了供應(yīng)商的改善績(jī)效的積極性，這在其他電商的訂單分配方案中均未體現(xiàn)。 本文對(duì)訂單分配方案及所構(gòu)建的模型進(jìn)行了總結(jié)，并提出了一些改善點(diǎn)。根據(jù)R公司半年的快遞成本變化趨勢(shì)及客戶滿意度的結(jié)果，證實(shí)了該方案的有效性。對(duì)一些參數(shù)進(jìn)行靈活調(diào)配后，此方案可適用于大部分中小電商企業(yè)，對(duì)于他們訂單分配的系統(tǒng)化和自動(dòng)化有著重要的參考價(jià)值和指導(dǎo)作用。
[Abstract]:With the rapid development of domestic electronic commerce, more and more small and medium-sized enterprise brands join in the competition of e-commerce, hoping to get part of the market in this round of market and get a piece of the soup. This also includes many foreign enterprises and brands that have not previously entered the domestic market. The blowout development of e-commerce has also promoted the development of domestic e-commerce logistics, including warehousing, distribution and the management of corresponding systems. In the course of this development, there are also many challenges. For the small and medium-sized e-commerce enterprises that pay attention to the brand and the cost at the same time, how to choose the right logistics express suppliers, how to distribute different channels and different regions among the express suppliers, How to link the performance of express delivery suppliers with the distribution of orders in order to encourage them to actively improve the efficiency and quality of distribution, while reducing logistics costs and increasing profit sources, Has become the small and medium-sized enterprises to open up the electronic commerce market must face the question. The domestic express market is intermingled. There are great differences among express delivery companies in distribution area, distribution cost, distribution prescription and distribution quality, and the value-added services that each company can provide are also different. Brand and market reputation are also very different. This paper first analyzes the current situation of domestic express market, and introduces the distribution of small and medium-sized e-commerce orders, then taking R company as an example, analyzes the requirements of small and medium-sized e-commerce enterprises for express delivery companies. According to the relevant theory of supplier evaluation index and evaluation principle, the express supplier of R company is selected, and the dynamic performance evaluation index of supplier (KPI) and the corresponding calculation method are determined, which plays an important role in the effective management of supplier. The core of this paper is to study the distribution scheme of express orders on the basis of supplier performance evaluation. Firstly, the factors affecting order allocation are determined, and the factors are classified and analyzed from two aspects: order attributes and supplier attributes. The order distribution model is preliminarily determined from the qualitative and quantitative aspects. Then the weight of each factor in the distribution model is determined by AHP and statistical average, and the complete distribution model is established and formulated systematically. Set to the order management system (OMS) or warehouse management system (WMS), make use of the system to assign orders automatically, and verify the practicability and validity of the order allocation model according to the specific order allocation results of R company. The supplier with high KPI score will get more orders, which will increase the enthusiasm of the supplier to improve the performance. This is not reflected in the order distribution scheme of other e-commerce companies. In this paper, the order distribution scheme and the model are summarized, and some improvement points are put forward. According to the change trend of express cost and customer satisfaction of R Company in half a year, It is proved that the scheme is effective. The scheme can be applied to most small and medium enterprises after the flexible allocation of some parameters. It has an important reference value and guidance for the systematization and automation of order distribution.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F724.6;F259.2

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