基于AHP和模糊综合评价的供应商关系绩效评价研究

基于供应链环境下,制造商与重要供应商长期合作的伙伴关系,从合作业绩、信息沟通能力、关系信任度、密切度、融洽度、协作能力和学习效果等方面构建了供应商关系绩效评价指标体系,运用层次分析法确立了各指标权重,模糊综合评价法对评价信息进行了模糊处理,建立了供应商关系绩效的模糊综合评价数学模型,并进行了应用实例运算分析.     

基矛AHP和模糊综合评价的供应商关系绩效评价研究

基于供应链环境下，制造商与重要供应商长期合作的伙伴关系．从合作业绩、信息沟通能力、关系信任度、密切度、融洽度、协作能力和学习效果等方面构建了供应商关系绩效评价指标体系，运用层次分析法确立了各指标权重，模糊综合评价法对评价信息进行了模糊处理，建立了供应商关系绩效的模糊综合评价数学模型．并进行了应用实例运算奈拼     

基于数据挖掘的供应商绩效评价系统研究

在数据仓库理论基础上,运用数据挖掘技术和模糊综合评判法,对制造企业的供应商进行绩效评价管理。建立基于粗糙集灰色关联分析的数据挖掘模型,计算零件层供应商绩效,并结合模糊综合评判法获得供应商绩效。该研究为制造企业选择供应商和制定采购计划提供决策依据,对供应链设计具有一定的启发作用。     

煤炭物流运输网络绩效评价研究

结合国内外对煤炭物流运输网络和物流绩效评价的研究现状,根据评价体系的设计思路,建立了煤炭物流运输网络绩效评价指标体系,提出了一种基于AHP和模糊综合评价法的煤炭物流运输网络绩效评价方法,最后结合了具体的算例进行评价和结论分析.     

供应商选择研究

运用模糊决策理论，建立了评价供应商绩效评价模型。最后，运用逼近理想排序法，选择出满意的供应商。     

模糊综合评判在供应商绩效评价中的应用

随着供应链理念的出现及其发展趋势的不断加强．供应商作为供应链的前端．其绩效评价日益受到企业的重视。企业对其供应商的评价已由过去以价格为重点转向了综合评价，对供应商的产品质量、交货能力、生产柔性、研发能力、信息化水平等各方面进行综合评价，以便有效管理供应链，实现企业间的双赢：文章主要构建了在供应链背景下评价供应商绩效的指标体系．介绍了模糊综合评判在供应商绩效评价中的应用．并以具体实例加以说明。     

煤炭物流运输网络绩效评价研究

结合国内外对煤炭物流运输网络和物流绩效评价的研究现状,根据评价体系的设计思路,建立了煤炭物流运输网络绩效评价指标体系,提出了一种基于AHP和模糊综合评价法的煤炭物流运输网络绩效评价方法,最后结合了具体的算例进行评价和结论分析。     

模糊综合评价法在农业企业员工绩效评价中的应用

文章阐述了农业企业员工绩效评价的内容,从工作业绩、工作能力和工作态度三方面构建了农业企业员工绩效评价指标体系,在此基础上,介绍了模糊综合评价法和确定指标权重的层次分析法,并探析了将模糊综合评价法运用于农业企业员工绩效评价的可行性。     

区域生态供应链环境绩效评价模型研究

本文首先介绍了区域生态供应链的概念,并构建了其在环境绩效评价方面的指标体系;将层次分析法、基准分析思想、模糊评价法和德菲尔法结合在一起,建立了基于三角模糊函数的一个模糊综合评价模型,各具体指标的权重系数应用德菲尔专家调查法和AHP层次分析法确定,指标的隶属度由三角模糊函数和基准分析思想确定,最后,运用模糊综合评价法综合评价区域生态供应链的环境绩效。     

风电制造企业物流供应商的选择研究——基于熵权的模糊综合评价法

通过分析风电设备制造企业物流的特点,建立了物流供应商评价指标体系.利用基于熵权的模糊综合评价模型对物流供应商进行评价选择.     

军工企业型号物资供应商管理策略研究

结合航天一院物流中心的供应商管理实践,分析型号物资供应特点,介绍了4种军工企业型号物资供应商管理策略,包括建立供应商名录、建立供应商评价体系、实施分级分层管理、设立关键供应商管理,最后提出未来军工企业供应商管理思路——基于供应链模式下的供应商管理。作者对于促进型号物资供应工作的发展具有指导意义,为我国军工企业供应商管理模式提供一个参考。     

航天工业企业供应商能力评估研究

针对供应商能力评估的应用和要实现的问题,以航天工业企业为研究对象,运用了管理学理论和方法,阐明了供应商能力评估的相关理论,其中着重阐述了供应商评价方法和关键绩效指标的思想,设计供应商能力评估体系。对航天工业企业供应商能力评估的现状进行了分析,指出航天工业企业在供应商能力评估中存在的问题,建立起一套以关键绩效指标为核心的供应商能力评估体系,实现了航天工业企业与供应商之间的双赢。     

基于AHP和Fuzzy法的核电站设备供应商评价与选择

核电站设备供应商的选择和评价是一个典型的多指标多层次的综合评价问题。本文构建了核电站设备供应商的评价指标体系,综合层次分析法(AHP)和模糊评价法(Fuzzy)建立了核电站设备供应商的选择模型,并结合实例说明该模型的可用性。核电站设备供应商选择模型克服了传统方法较主观、不易量化定性指标等缺点,为核电站设备供应商的选择提供了一种有效的定性定量综合分析方法,确保更加科学地选择到合适的核电站设备供应商,为核电站安全运行提供有力保证。     

制造业企业供应商选择评价指标体系设计

基于制造业企业供应商选择的现状,构建了一个有5个一级指标和15个二级指标组成的选择评价指标体系。对各个指标进行了详细的说明,并对定性和定量指标分别进行了量化研究。较为全面地反映了供应链环境下新型的供应商关系的特点,突出了供应商的合作能力和发展能力的评价。     

基于动态集对分析模型的物流供应商评价

通过构建物流供应商评价指标体系,根据评价的性质建立基于动态集对分析的物流供应商评价模型,该评价模型既能评价物流供应商的现状,又能预测供应商的未来绩效。     

Do dependent suppliers benefit from buying firms’ sustainability practices?

In view of the limited understanding and research on the effect of sustainable supplier development practices on supplier performance, this study examines the impact that the implementation of assessment and collaboration practices have on supplier performance outcomes. In addition, we investigate the role that supplier dependence has on the performance outcomes of assessment on and collaboration with suppliers. Based on a sample of 129 Chinese manufacturing firms, we run a series of OLS regressions to test our theoretical models. The findings suggest that collaboration improves supplier performance, while assessment causes a deterioration. In addition, supplier dependence could be leveraged for suppliers to gain performance improvements through collaborative practices.     

Internal and external suppliers in manufacturing networks—An empirical analysis

The purpose of the paper is to explore the way manufacturing firms use internal and external suppliers in the design and management of manufacturing networks. The main area of interest is to explore the similarities and differences between internal and external suppliers, with respect to their roles and the reasons for choosing a certain type of supplier. We base our analysis on data from 104 Swedish manufacturing plants and their corresponding manufacturing networks of internal and external suppliers. The results of the study show that there are significant differences between the criteria that are influential in choosing a certain type of supplier. The choice of an internal supplier is largely based on a single corporate decision, while an external supplier has to perform well on a number of criteria (primarily quality, cost, and delivery dependability). When comparing the selection criteria with competitive priorities and plant performance, we find that the criteria for selecting external suppliers has a better match than those for selecting internal suppliers. The sample contained plants having only external suppliers as well as plants having both internal and external suppliers, but the selection criteria for external suppliers are the same for both groups and not dependent upon the presence or absence of internal suppliers.     

飞机制造商对材料供应商的选择和评价研究

本文针对航空制造业的现状,解析适航规章中对材料供应商的要求,提出产品适航性的指标。再结合航空制造业对供应商的其他要求,建立了合理的航空材料供应商的评价指标体系,并对如何采用模糊层次分析法(FAHP)进行指标评价及供应商选择、确定评价指标及选择方法的应用进行了阐述。     

Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance

A growing number of studies and evidence from industries suggest that, besides managing the relationship with its suppliers, a buyer needs to proactively manage the relationships between those suppliers. In a buyer–supplier–supplier relationship triad, the buyer, as the contracting entity, influences the suppliers’ behaviors and the relationship between them. By considering the relationships in such a triad, we are able to gain a richer and more realistic perspective of buyer–supplier relationships. In this study, our goal is to examine supplier–supplier relationships in buyer–supplier–supplier triads, focusing on how such relationships impact the supplier performance. We frame the supplier–supplier relationship as co-opetition—one in which competing suppliers work together to meet the buyer's requirements. We investigate the role of the buyer on such relationships, and how the buyer and co-opetitive supplier–supplier relationships affect supplier performance. We find mixed empirical support for our hypotheses. However, we are able to demonstrate the dynamics of supplier–supplier co-opetition in the buyer–supplier–supplier triad. We point out the need for further studies in this area.