Logistics Performance Evaluation of Logistics Enterprise Integrated with
KPIs and FAHP Model
Abstract—this paper will take a logistics company forexample, and analyze its operation situations firstly. And then we try to build the system of
performance evaluation index based on the KPIs method. Thirdly, this paper
calculates the weight of evaluation index by fuzzy analytic hierarchy process method (FAHP), and tries to evaluate the logistics performance of this company. Result of example has proved that KPIs and FAHP model can be used to evaluate the logistics performance of logistics enterprise, and analysis process is very effective.
Keywords-logistics performance; performance evaluation; KPI; FAHP
I. INTRODUCTION
As we all known, the market competition is aggravating and global economy is integrating quickly now. It is widely believed that logistics is the third source of profit for many enterprises. Logistics industry in developed countries has come a long way and realized that goods and materials can be moved efficiently without a hitch. Compared with these countries, logistics companies in China have some problems in the process of logistics
operations, such as higher cost of logistics, lower satisfaction degree of customer service, and lower efficiency of logistics. These problems have restricted the development of logistics industry, especially the third part
logistics companies. It is an effective way to improve management of logistics enterprise and enhance service quality of logistics by evaluating their logistics performance regularly. However, the existing approaches
of evaluation cant realize quantification of indexes. Key Performance Indicators (KPIs) and FAHP method has been used for many fields to evaluate some performance or make choice. Many literatures [1-3] have proved that these quantitative methods have good effectiveness for
evaluating performance.
Thus, this paper will take a logistics company for example, and analyze its operation situations firstly. And then we try to build the system of
performance evaluation index based on the KPI method. Thirdly, this paper
calculates the weight of evaluation index by fuzzy analytic hierarchy process method (FAHP), and tries to evaluate the logistics performance of this company. By this means, we hope to study the evaluation index system of logistics performance in order to settle those existing problems on logistics operations and improve them.
II. LOGISTICS KEY PERFORMANCE INDICATORS SYSTEM
A. Key Performance Indicators
Many enterprises utilize Key Performance Indicators (KPIs) method to focus on the most important performance indexes and ignore those indistinctive and unimportant indexes. KPIs can help an organization define and measure progress toward organizational goals. Once an organization has analyzed its mission, identified all its stakeholders, and defined its goals, it needs a way to measure progress toward those goals. KPIs are quantifiable measurements, agreed to beforehand, that reflect the critical success factors of an organization. Whatever KPIs are selected, they must reflect the organizations goals, they must be key to its success, and they must be quantifiable. KPIs usually are long-term considerations. The definition of what they are and how they are measured do not change often. The goals for a particular Key Performance Indicator may change as the organizations goals change, or as it gets closer to achieving a goal.
The primary problem is that the results of logistics performance
evaluation is correct or not, and can reflect the true business circumstance of logistics enterprise or not. To design a scientific and reasonable evaluation index system is the key to settle this problem. Thus, the evaluation index system of logistics performance must follow some principles, such as scientificity, adaptability, feasibility and systematicness.
B. Problem analysis of logistics actions
In order to build the KPIs system of logistics performance evaluation, we need to calculate the rate of problems on logistics actions, and then choose the focus problems. Generally, the logistics system of modern logistics enterprise includes many sub-systems, such as warehouse management system, inventory management system and transportation management system. Here we take a logistics company for example to analyze the problems in the logistics process. The statistical result of logistics actions from 1/12, 2010 to 2/12, 2010 is described in Table 1. It shows that the
problems in this logistics company mainly exist in the stages of transportation, storage and delivery, whose operation performance may influence logistics operating level of this company directly.
TABLE I. TIMES AND RATE OF LOGISTICS ACTION PROBLEM
C. Building logistics KPIs system
The functional elements of logistics system of modern logistics enterprise mainly include six parts: transportation, storage, delivery, packaging, load and unload, distribution processing. Transportation and storage can settle the detached problems of place and time among suppliers and demanders, so they are in the major position. As the third party logistics enterprise, delivery function can improve the efficiency of whole logistics system. Based on the analysis of logistics actions in the previous content, we can see that transportation, storage and delivery are the key links for Logistics Company to improve the logistics operating efficiency. Thus, this paper tries to build the KPIs system of logistics performance from the viewpoint of transportation, storage and delivery, as shown in Figure 1.
Figure1. KPIs of logistics performance
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基于KPI和FAHP模型对物流企业绩效的综合评价
摘要：本文将以某物流公司为例举例，首先分析其运行情况。然后我们尝试基于KPI指标的方法构建绩效评价体系。第三，本文运用模糊分析法计算评价指标权重的层次分析法（FAHP），并试图探讨此公司物流绩效。实例结果证明了KPI和FAHP模型可用于物流企业物流绩效评价，而且分析过程非常有效。
关键词：物流绩效，绩效评价，关键绩效指标，模糊层次分析
一、引言
众所周知，市场竞争日益加剧同时全球经济正在快速整合。现在.人们普遍认为，物流是许多企业第三利益来源。物流业在发达国家走过了漫长的发展道路，并意识到货物和材料可以有效地移动没有限制。与这些国家相比，在中国的物流企业在物流操作过程中有一些问题存在，如物流成本较高，较低的客户服务满意度，较低的物流效率。这些问题制约了物流业的发展，特别是第三方物流公司。通过物流绩效评估来改善物流企业管理与提升服务水平是一个有效的方法。然而，现有的评价方法不能实现指标量化。关键绩效指标（KPI）和模糊层次分析法已被用于许多领域，以评估一些性能或作出选择。许多文献[ 1-3 ]已证明这些定量方法在绩效评估方面具有良好的效果。
因此，本文将以物流公司举例，首先分析其运行情况。然后尝试基于KPI方法的指标构建绩效评价体系。第三，本文用模糊分析法计算评价指标权重层次分析法（FAHP），并试图探讨本公司物流绩效。通过这种方法，我们希望研究物流的评价指标体系性能，以解决这些在物流运作存在的问题和改善它。
二，物流关键绩效指标系统
A. 关键绩效指标
许多企业利用关键绩效指标（KPI）专注于最重要的绩效指标忽略那些不显著和不重要的指标。KPI可以帮助组织定义组织目标和衡量组织目标的进展。一旦一个组织分析了它的使命，确定了它的所有
利益相关者，并确定其目标，它需要一种方法衡量这些目标的进展。KPI是可量化的测量，事先证明反映组织的关键成功因素。无论选择哪个关键绩效指标，他们必须反映组织的目标，他们必须是其成功的关键，而且他们必须是可量化的。关键绩效指标通常是长期的考量因素。他们是如何定义的以及他们是怎么衡量的是不会经常改变。一个特别关键绩效指标目标可能会随着组织的目标改变而改变，或者随着它的临近实现目标。
物流绩效考核的结果主要问题是其正确与否，是否能够体现物流企业的真实经营环境。设计科学合理的评价指标制度是解决这一问题的关键。因此，该物流绩效评价指标体系遵循科学性、适应性、可行性与系统性等原则。
B，物流行动问题分析
为了建立物流的KPI绩效评估体系，我们需要计算物流行动中的速度问题，然后选择重点问题.一般来说，物流企业的现代物流系统
包括许多子系统，如仓库管理系统，库存管理系统与运输管理系统。
这里我们以物流公司为例分析物流过程中存在的问题。这个物流行动的统计结果从2010年12月1日至2010年12月2日在表1中描述。这表明这家物流公司存在的问题主要存在于运输、贮存和运输的阶段，在本公司直接水平上经营业绩可能影响其物流运作。
表一，物流行为问题的次数和比率
|
序号 |
问题 |
次数 |
比率 |
|
1 |
发送错误货物 |
10 |
25% |
|
2 |
车辆短缺 |
8 |
20% |
|
3 |
交货延迟 |
6 |
15% |
|
4 |
在库货物损坏 |
5 |
13% |
|
5 |
运输途中货物受损 |
3 |
8% |
|
6 |
司机不足 |
2 |
5% |
|
7 |
传输时间过长 |
2 |
5% |
|
8 |
装卸时间过长 |
1 |
3% |
|
9 |
货物装卸过程中损坏 |
1 |
3% |
|
10 |
信息损失 |
1 |
3% |
C.建立物流KPI体系
现代物流企业的物流系统主要功能要素包括六个部分：运输，储存，交付，包装，装载和卸载，分发处理。运输和储存可以解决供应商和需求者之间地方和时间分离的的问题，所以他们在主要的位置。
作为第三方物流企业，配送功能可以提高整个物流系统的效率。基于对以往物流行为内容的分析，我们可以看到，运输，储存和物流配送作为物流企业的关键环节能够提高物流运作效率。因此，本文试图从运输、仓储和配送层面建立物流绩效指标体系如图1所示。
图1。物流绩效评价指标
三、模糊层次分析法的模型和方法
A. AHP模型与评价指标权重
层次分析法（AHP）是一个处理复杂决策的结构化技术。层次分析法有助于决策者找到最适合他们需要的以及他们对问题的理解。它是由托马斯在上世纪70年代提出的，在数学和心理学方面，在那以后已经被广泛的研究和改进。层次分析法提供了一个全面的结构化决策问题的理性框架代表和量化其要素，有关这些元素的总体目标，并进行评估可选择方案。在世界各地它被广泛应用于各种决策情况，如政府，商业，工业，医疗保健和教育等领域。使用层次分析法的程序可以概括为[ 4 ]：
第一步。将问题建模为包含层次结构的问题决策目标，实现它的替代方案，以及评估替代品的标准。因此，当AHP方法解决实际问题
决策问题应首先定义和分层次改变。然后每个层次的因素是被定义的和相互用线连接的。因此，层次结构建立。
第二步。通过元素两两比较，作出一系列的判断的基础上建立要素之间的优先权层次化。
第三步。在单一规则下计算元素相对权重。在单一规则下基于元素的判断矩阵，相对权重根据规则可以计算。
第四步。检查的一致性判断和综合这些判断产生一组整体优先级的层次结构。
B，模糊综合评价法
模糊综合评判法是模糊数学的一种应用。基于模糊数学中的模糊统计方法，它综合考虑各影响因素去评价一个目标。模糊综合评价模型[ 5 ]主要涉及因子集U、注释集V、单因子评价矩阵R和权重分布向量A四个因子[ 6 ]，具体的步骤描述如下：
第一步：建立因素集。所有影响因素的定义和表示为Ui和。如果二级因素包括较低水平的因素，用类比表示较低的因素。
第二步：建立注释集，注释集是一个等级评价结果的专家，这应该是掌握在专家的合理数量。
第三步：在因素集U评估每个单因素和建立判断矩阵R。由专家获得的判断矩阵R，代表J因子的隶属度进行注释。下一层矩阵可以得到相同的方法。R被描述为：
其中，
第四步：进行模糊综合评价。假设因素的权重，然后综合评价结果是。其中，。or;表示运营商马克斯，和and;表示运营商民。
基于模糊数学的方法，隶属函数的定义和操作，以确保结果的准确性。在这里，我们选择算（or;，and;），即：
通过对U的评估，可以得到以下矩阵：U集合中所有因素的评价结果[ 7 ]。
四、实例分析
A，用KPI计算权重
基于物流绩效评价在前述内容的指标，我们可以建立因素集：
A= {运输-B1, 仓储-B2, 配送-B3},B1= {运输费用水平-C11, 货物损坏和短缺率-C12, 运输及时率-C13},B2={库存费用-C21, 仓库占用率-C22, 存货周转率-C23, 货物完好率-C24},B3={发货速度-C31,交货的准确性-C32}.
对层次分析法、专家对各因素的相互比较和决策，建立判断矩阵。然后我们可以计算出各个层次的权重。同时，我们开展一致性检查。数据表II-V如下。
B ,建立注释集和判断矩阵
假设该注释集是V = {非常好-VG，好-G，一般-C，不好-B}，专家让各个因素决定的，我们可以计算出每一级的数据规范如表VII 后显示（如下图所示）。
C. 模糊综合评价
对于运输指标而言，其权重是，模糊判断矩阵是：
而且，
对于仓储的指数，其因素的权重是，模糊判断矩阵：
而且，
表二。判断矩阵 Bi-A和 Bi 权重
|
A |
B1 |
B2 |
B3 |
因素权重 |
|
|
B1 |
1 |
1/2 |
3 |
0.31 |
C.R.=0.005/0.52=0.01lt;0.10 |
|
B2 |
2 |
1 |
5 |
0.58 |
|
|
B3 |
1/3 |
1/5 |
1 |
0.11 |
表三、判断矩阵 C1i-B1 和 C1i权重
|
B1 |
C11 |
C12 |
C13 |
因素权重 |
一致性检查 |
|
C11 |
1 |
2 |
5 |
0.58 |
C.R.=0.045/0.52=0.09lt;0.10 |
|
C12 |
1/2 |
1 |
3 |
0.30 |
|
|
C13 |
1/4 |
1/3 |
1 |
0.12 |
表四、判断矩阵 C2i-B2和 C2i权重
|
B2 |
C21 |
C22 |
C23 |
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