2913.B摩托羅拉對在華銷售人員的績效考核管理 外文參考文獻(xiàn)譯文及原文doc

1、本科畢業(yè)設(shè)計（論文）外文參考文獻(xiàn)譯文及原文 學(xué) 院 經(jīng)濟管理學(xué)院 專 業(yè) 工商管理 年級班別 學(xué) 號 學(xué)生姓名 指導(dǎo)教師 年 月 日目 錄1論動態(tài)企業(yè)的過程績效評價方法1摘要11.1 緒 論21.2 abc/abmc測評41.3 基于企業(yè)運作流分析的動態(tài)評估62 a methodology for dynamic enterprise process performance evaluation8abstract8 2.1 introduction9 2.2 abc/abm-based measurements based on six process flows11 2.3 dynamic

2、evaluation based on enterprise process flow analysis.14論動態(tài)企業(yè)的過程績效評價方法文章出處：wenan tan, weiming shen, jianmin zhao. a methodology for dynamic enterprise process performance evaluation. integrated manufacturing technologies institute, national research council of canada, 800 collip circle, london, ont,

3、canada n6g 4x8, received 23 february 2006; received in revised form 12 october 2006; accepted 13 october 2006摘 要為了有效地管理企業(yè)的經(jīng)營, 企業(yè)的決策者需要利用先進(jìn)的工作模擬與優(yōu)化工具，從不同的角度監(jiān)察企業(yè)的業(yè)務(wù)流程。企業(yè)進(jìn)程評價的目的是為了企業(yè)生產(chǎn)進(jìn)程重組，是企業(yè)過程模擬與優(yōu)化研究的基礎(chǔ)。本文提出一種企業(yè)動態(tài)過程的績效評價方法，這種評價方法以活動成本和活動管理 (abc/abm)為模型基礎(chǔ)量化計算，分析制造類企業(yè)里的六類生產(chǎn)流程，包括活動流程,產(chǎn)品信息流, 資源的流動，成本流，現(xiàn)金

4、流，利潤流。擬議方法的使用時間，品質(zhì)，服務(wù)，成本，速度和效率，并作為重要的七項標(biāo)準(zhǔn)。軟件原型系統(tǒng)已經(jīng)實施，以驗證方法的建議。1 緒 論企業(yè)過程建模、模擬和優(yōu)化，一直是近期靈活企業(yè)制度的發(fā)展研究重點。在改善業(yè)務(wù)流程設(shè)計的研究工作上已經(jīng)有了重要的進(jìn)展，如pdca、ideal、qip、和cmm作為研究與鑒定考核項目，在1988年，目標(biāo)指標(biāo)問題的措施(gqm)方法論由basil和rombach 引進(jìn)，分別在1992年和1996年的時候由ami和pulford完善，在1996年，park將它應(yīng)用到目標(biāo)驅(qū)動軟件評價園區(qū)。于1998年mendonca將gqm折算到另一個目標(biāo)-問題-度量改進(jìn)評價過程。如何評價

5、企業(yè)的進(jìn)程？這個問題的答案基于企業(yè)過程的模擬和優(yōu)化科研業(yè)務(wù)流程的改善。業(yè)務(wù)流程再造( bpr ) ，是由hammer于1990年提出的，這是一個非常重要的概念。之后hammer和stanton提出bpr的組織的核心問題：重新改組的過程和信息技術(shù)的使用。hammer提出bpr的基本定義，是從基本中提煉出來的：改革性的重整過程將大大提高其成本，質(zhì)量,服務(wù)和速度。因此, 改進(jìn)和重整進(jìn)程是bpr的一項基本原則。cheng和tsai精確定義和描述過程重整為：“將客戶滿意度作為首要目標(biāo)，檢驗組織時間內(nèi)的信息技術(shù)和業(yè)務(wù)程序的操作；用過程分析作為手段，了解加工性能和重新設(shè)計的過程以達(dá)成目標(biāo)，簡化程序，降低成本

6、，提高服務(wù)質(zhì)量”。這是他們提出的施工管理流程法(cmpr)。在研究過程中，評價過程價值的總和是功能效益和經(jīng)濟效益的一個過程線性加權(quán)，功能效用進(jìn)程的目標(biāo)是客戶滿意。成本效率的過程，也是所謂的分析指數(shù)的成本結(jié)構(gòu)的活動，代表綜合效益增值指標(biāo)和基層的活動費用指數(shù)。事實上，所有這些指標(biāo)都屬于業(yè)績標(biāo)準(zhǔn)的過程結(jié)構(gòu)。因此很難直接運用評價結(jié)果在任何相關(guān)的商業(yè)決策。fitzgeralk建議的框架是建立在結(jié)果(財務(wù)績效和競爭力)和因素(質(zhì)量，靈活性，資源的利用和創(chuàng)新)上的。lynch和cross理想狀態(tài)的業(yè)績計量用金字塔來表現(xiàn)，上面由市場經(jīng)濟、顧客滿意、靈活性、生產(chǎn)力、質(zhì)量、投遞、周期時間和浪費。結(jié)構(gòu)性的ambit

7、e績效立方變成三軸立方體，繪制成三個層面：業(yè)務(wù)流程，競爭的重點和生產(chǎn)布局，而它利用度量來衡量企業(yè)業(yè)績的時間，成本，質(zhì)量，靈活性和環(huán)境。bradley介紹了業(yè)務(wù)流程重整和提供了四個bpr工具：dec模型，明智的流程，商業(yè)設(shè)施設(shè)計( bdf) ,以及企業(yè)建模系統(tǒng)( ems -firststep )。他們提出了一個方法,可以用來比較不同bpr軟件開發(fā)工具和幫助bpr練習(xí)者將某特定的bpr軟件工具應(yīng)用到特定的過程或行業(yè)。folan和browne從四個方面形容演化性能測試(pm)：建議、框架、系統(tǒng)和跨組織的績效。他們建議衡量績效應(yīng)該把侵入的績效衡量過程與績效管理作為今后的研究范圍。這里的跨組織績效測評概

8、念有非常破碎的發(fā)展歷史文獻(xiàn)。目前的研究跨組織績效測評時，通常側(cè)重于供應(yīng)鏈績效測評，而擴展企業(yè)績效測評已經(jīng)觸及只是簡略的測量資料。fawcett 是最早提出測量系統(tǒng)應(yīng)把競爭戰(zhàn)略考慮范疇供應(yīng)鏈集成(上游)，以配合客戶的要求(下游)。beamon 提出了從框架供應(yīng)績效測評產(chǎn)生中到處三項測評：資源,產(chǎn)量和靈活性。這三項測評的目標(biāo)不同, 但重要的整體表現(xiàn),成功的供應(yīng)鏈中的三個進(jìn)行測量。lapide提出兩層供應(yīng)鏈管理的框架, 其描繪了所謂的行政級別的度量和管理水平的度量供應(yīng)鏈。前者可以認(rèn)為是跨功能 (和跨組織) ，過程為主的措施，而后者則是基于功能的診斷措施。basu提出六步循環(huán)的框架，以便實施和持續(xù)績效

9、管理制度新的措施(即采取措施，擴大供應(yīng)鏈)的優(yōu)點。而chand qi建議供應(yīng)鏈流程績效測評要根據(jù)六項所謂的“進(jìn)程”：供應(yīng)商、自我約束、物流、核心廠商、游物流、銷售和最終用戶。每個進(jìn)程是一種分解過程，逐步分解成過程子過程，并分解相關(guān)的目標(biāo)和責(zé)任的功能，成為越來越多的詳細(xì)處方。測量也可用于活動,這反過來又可以作用于子過程, 最后形成的核心過程。因此, 評價一個企業(yè)或擴展企業(yè)，是有效地評價一種進(jìn)程而作出的一項綜合過程的評價。為了動態(tài)地評價企業(yè)的進(jìn)程, 本文介紹了一些計量模型六類的流程在企業(yè)執(zhí)行過程中的活動，包括產(chǎn)品信息流，資金流動，成本流，現(xiàn)金流，利潤流，并在評價體系利用時間，費用，品質(zhì)，服務(wù)，效益

10、，速度和重要性七項標(biāo)準(zhǔn)企業(yè)過程的評價。擬議的業(yè)務(wù)過程評價系統(tǒng)已研制出一種適用的輔助工具，在過程模擬與優(yōu)化環(huán)境。它是一種業(yè)績管理方法，基于業(yè)務(wù)流程的情報,讓企業(yè)重整業(yè)務(wù)和企業(yè)診斷。本文其余的安排如下：第2節(jié)用六種類型的流程討論計量模型；第3節(jié)評價方法的建議；第4節(jié)介紹實證研究；第5總結(jié)文章的觀點。2 abc/abmc測評為了更好地了解計量模型, 我們首先要做的是引進(jìn)了一些相關(guān)概念，對企業(yè)工藝工程?？偝杀竟芾?醫(yī)藥)的做法,是基于這樣的信念，在深入了解和不斷改善在業(yè)務(wù)流程的動力，有效的管理費用。今天作業(yè)成本與作業(yè)管理法( abc / abm )的廣泛采用，以解決這些問題，因為它們提供了更好的畫面利

11、潤和經(jīng)營成本較傳統(tǒng)的成本計算方法。業(yè)務(wù)過程的評價的基礎(chǔ)上，為業(yè)務(wù)流程改進(jìn)的abc /反導(dǎo)方式。有利于提高績效和決策支持職能。為了執(zhí)行業(yè)務(wù)過程的評價，一個集成化企業(yè)過程模型框架應(yīng)先確定?；诂F(xiàn)有abc的解決方案，我們提出綜合能力數(shù)據(jù)管理，分析，協(xié)同控制，以及行為的描述。在擬議的解決辦法，這是從宇宙模型，一個企業(yè)結(jié)構(gòu)模型，提出了68單元，這是一個立體框架：鑒于維，一般性的層面,而維生命。在層面來看，一個企業(yè)可以說從五個角度：進(jìn)程，基礎(chǔ)設(shè)施的行為，合作和資料如下：2.1活動流程活動流程是在企業(yè)過程的生命周期中活動執(zhí)行命令?；顒訄?zhí)行命令，包括活動的時間順序和活動的結(jié)構(gòu)關(guān)系。后者可以定義為進(jìn)程的結(jié)構(gòu)模型

12、。前者可用gantt圖說明。 活動流程體現(xiàn)在排列企業(yè)的各項活動過程,如排列結(jié)構(gòu)和運行時間并行，活動流程是企業(yè)的業(yè)務(wù)流程的基準(zhǔn)，活動流程分析可用于支持企業(yè)的并行工程和協(xié)同商務(wù)管理。 2.2信息流在這里介紹兩種類型的信息流：產(chǎn)品信息流和數(shù)據(jù)流。好象活動流程，產(chǎn)品信息流動的方法有兩個。從垂直方面的企業(yè)過程，即從開始到結(jié)束的一個過程，產(chǎn)品信息流顯示一代產(chǎn)品的關(guān)系。從子過程的模型的過程跟蹤，可以稱為生成產(chǎn)品的樹狀結(jié)構(gòu)。作為歷史的生產(chǎn)配套，提高醫(yī)療質(zhì)量,跟蹤生產(chǎn)責(zé)任的產(chǎn)品。從橫向方面，即在企業(yè)過程中，當(dāng)輸入或輸出的一項活動，產(chǎn)品信息流量顯示其產(chǎn)品囤積狀態(tài)。產(chǎn)品數(shù)量囤積在橫向產(chǎn)品流可以用來研究零庫存和及時庫

13、存管理。它反映合作度/平衡的生產(chǎn)活動和消費活動的產(chǎn)物。數(shù)據(jù)流是按時間順序來描述數(shù)據(jù)變化的行為模式和數(shù)據(jù)庫或檔案系統(tǒng)。這是時間命令，來驗證程序執(zhí)行。類似的產(chǎn)品信息流，所產(chǎn)生的數(shù)據(jù)的活動，從開始到停止的執(zhí)行過程中，98%的數(shù)據(jù)流可用于分析業(yè)務(wù)的行為模式的過程模型。在企業(yè)模式中，數(shù)據(jù)在某一特定點不同時間的推移的過程模型是一個垂直的數(shù)據(jù)流分析。其實，企業(yè)的供應(yīng)鏈管理是一種傳播分析和管理產(chǎn)品的信息流和數(shù)據(jù)流。2.3資源流資源流是指根據(jù)企業(yè)運作進(jìn)度的不同階段對資源的使用。例如，人事方面的資源流被稱作人事流動。資源的耗用一般要根據(jù)與某個活動有關(guān)的資源的性質(zhì)來決定。因此，資源流可以根據(jù)活動流來進(jìn)行統(tǒng)計。信息流

14、與資源流的不同之處在于，資源只能對活動執(zhí)行提供支持而不能像信息一樣被吸收利用并進(jìn)一步被開發(fā)。因此，資源流只強調(diào)諸如統(tǒng)計某企業(yè)一定時期內(nèi)的運作中所有資源的使用程度等水平方面。2.4成本流成本流是一項商業(yè)運作中的支出流量?？傮w來說，成本流可以劃分成資源使用成本和原料產(chǎn)品成本（例如材料成本）。成本流用來表示在一定階段里所耗費的成本。2.5現(xiàn)金流現(xiàn)金流在企業(yè)運作不同階段中現(xiàn)金的總量。一個完整的企業(yè)運作模型應(yīng)該包括各種的環(huán)節(jié)，如主要生產(chǎn)計劃，產(chǎn)品設(shè)計，生產(chǎn)制造，財務(wù)管理，人力資源管理，原料采購以及產(chǎn)品銷售等等。銷售環(huán)節(jié)就是運作模型的一部分，并且所有收入都從這個環(huán)節(jié)中從顧客上取得。對于中間產(chǎn)品來說，它的成

15、本等于生產(chǎn)它所需要的原料的價值加上從原料變成中間產(chǎn)品的過程中一切活動的成本。利用這個辦法，所有最終產(chǎn)品的成本都能計算出來并組成這個企業(yè)運作的現(xiàn)金流。要分析一個企業(yè)現(xiàn)金流的總量以及特征，我們需要討論從銷售環(huán)節(jié)中獲得的受益。在現(xiàn)金流分析和利潤流分析中這是非常重要的。在銷售環(huán)節(jié)中的最終產(chǎn)品被稱為商品，而銷售價格根據(jù)其成本反映了商品的性質(zhì)。2.6利潤流在這里把企業(yè)運作分成不同的時間段，計算每一時間段內(nèi)的利潤，我們可以得到這個企業(yè)運作的現(xiàn)金流和利潤流。從這些信息得到的預(yù)測是作出投資決策和調(diào)整進(jìn)度的關(guān)鍵。對于一個候選投資方案或一個需要改進(jìn)的進(jìn)程來說，需要首先評估其經(jīng)濟生命周期。所以計算每個時間段生命周期內(nèi)

16、的收入和支出是很有必要的。在企業(yè)運作中，除了進(jìn)程的投資以及輸出以外，企業(yè)的利潤還會受到外部環(huán)境的因素影響，例如管理和收益的政策。因此描述企業(yè)實際利潤的利潤流可以通過現(xiàn)金流來反映。3 基于企業(yè)運作流分析的動態(tài)評估在形成企業(yè)模型的過程中，被提議的評估方法可以支持以下兩種企業(yè)運作的動態(tài)模型的形成：流水式和項目導(dǎo)向式。前者以隨意的不連續(xù)的順序來反映對原料產(chǎn)品抵達(dá)頻率的一個特定分發(fā)。它可以用來描述制造行業(yè)大量生產(chǎn)中的服務(wù)。項目導(dǎo)向式運作則是進(jìn)程中的一個事件是根據(jù)上一個事件來設(shè)定和結(jié)束。它適合用于描述正在進(jìn)行的項目和單件生產(chǎn)。這一部分將會專注于討論上述各種參數(shù)以及評估模型。評估這些不同類型的運作進(jìn)程，需要

17、考慮不同的評估參數(shù)。建立于模擬運作和優(yōu)化的環(huán)境基礎(chǔ)上的被提議的評估系統(tǒng)可以從時間、成本、質(zhì)量、服務(wù)、效率、速度以及重要性等方面對企業(yè)運作進(jìn)行動態(tài)分析以及評估。為了評估企業(yè)運作水平，企業(yè)水平?jīng)Q策模型需要根據(jù)目標(biāo)以及它們的比重，還有商業(yè)運作的重要性來進(jìn)行定義。這些可以利用矩陣w進(jìn)行補充。fig.2說明系統(tǒng)建構(gòu)，可以通過以下三步來補充說明。獨立參數(shù)評估：前面六種參數(shù)將會在3.2部分進(jìn)行討論。獨立進(jìn)程評估：時間、質(zhì)量、服務(wù)、效率以及速度是評估企業(yè)運作情況的參數(shù)，而成本則是經(jīng)濟評價的參數(shù)。這些參數(shù)用作3.3.1直線測量方法中的獨立進(jìn)程評估。聯(lián)合進(jìn)程評估：作為運作綜合評估中的一個比重因素，重要性將會用于企

18、業(yè)運作的綜合評估并在3.3.2中討論。3.1實用函數(shù)實用函數(shù)是一個廣泛用于經(jīng)濟學(xué)以及決策過程的概念。判斷一個解決方案是否優(yōu)于另一個，我們通常會比較它們的實用性。偏好關(guān)系中“”表示相似或優(yōu)于，“”表示明顯優(yōu)于。例如，x1x2表示x1不比x2差。理論1 假設(shè)x是一個位相幾何學(xué)集合，對于x中任何連續(xù)遞增的變量，都有一個連續(xù)函數(shù)f: x r，因此有：xy f(x)f(y)這里的連續(xù)函數(shù)f稱為關(guān)于x的實用函數(shù)。對一個企業(yè)運作的優(yōu)化來說，一組參變量（a1,a2,an）是x的一個解，這些解釋可以組成一個可行的解集設(shè)為x，則x=x1,x2,xn。雖然企業(yè)運作的動態(tài)優(yōu)化模型不可能通過數(shù)量分析來構(gòu)造，但是這些運作

19、流的信息可以通過模擬進(jìn)程或設(shè)定來獲得。因此，運作評估和經(jīng)濟評估的參數(shù)可以在以下部分的實用函數(shù)的基礎(chǔ)上計算出來。這些實用函數(shù)的值越小，運作評估的目標(biāo)越好。運作水平評估與活動流、產(chǎn)品流和資源流的評估有關(guān)，與運作模型中的基本因素相對應(yīng)。因此運作情況評估參數(shù)包括時間（運作持續(xù)時間的實用性）、服務(wù)（顧客滿意度）、質(zhì)量（成本結(jié)構(gòu)有效性）、速度（產(chǎn)品積壓情況）和效率（資源使用有效性）。時間在這里指的是到達(dá)市場的時間，這是從活動流中得出的運作持續(xù)時間的有效性。速度是企業(yè)運作能力的一個測算標(biāo)準(zhǔn)。這是對為解決產(chǎn)品積壓情況采取的一切活動的有效性的評價，或是對流水型運作模型中投入的產(chǎn)品等待處理的時長的評價。可以根據(jù)產(chǎn)

20、品流計算得出。資源使用有效性，即效率，是與企業(yè)運作相關(guān)的資源效率的測算量。它是評估企業(yè)運作的一項重要指標(biāo)，可以從企業(yè)運作的資源流中獲得。服務(wù)是指顧客滿意度。要滿足顧客的需要，運作的基本目標(biāo)應(yīng)該以顧客為導(dǎo)向。一個企業(yè)的運作可以從它的一系列工作進(jìn)程中看出來。每一個進(jìn)程都有要達(dá)到的目標(biāo)。在這個基礎(chǔ)上，把企業(yè)的政策與其每個進(jìn)程的目標(biāo)相結(jié)合以完善和實現(xiàn)企業(yè)的政策是非常重要的。在分析進(jìn)程之前，一個公司的運行政策要首先確定。在設(shè)定進(jìn)程目標(biāo)是考慮政策的需要，也是實現(xiàn)公司政策與滿足顧客需求的基本。進(jìn)程評估的主要步驟如下：3.1.1決定進(jìn)程目標(biāo)比重這一研究發(fā)展了把公司政策和顧客需求變?yōu)檫M(jìn)程目標(biāo)的目標(biāo)達(dá)成能力矩陣，

21、以獲得進(jìn)程目標(biāo)的相對重要性，例如，進(jìn)程目標(biāo)中各部分的比重。進(jìn)程目標(biāo)的值表示需求滿足的程度，即進(jìn)程目標(biāo)傳遞到顧客中的程度。數(shù)值越高，顧客感到越滿意。3.1.2分析進(jìn)程目標(biāo)實現(xiàn)程度我們通常利用一個量化方法來計算運作功能完成后每個進(jìn)程目標(biāo)的完成情況。在進(jìn)程確定環(huán)節(jié)中，每一個活動中都應(yīng)該考慮到一些可能出現(xiàn)的狀況，例如確定為達(dá)到進(jìn)程目標(biāo)而進(jìn)行的活動（如應(yīng)用部件）和經(jīng)高級經(jīng)理評估的為達(dá)到進(jìn)程目標(biāo)的每個活動的完成可能性。利用這一信息，進(jìn)程目標(biāo)實現(xiàn)矩陣可建立在進(jìn)程模型的基礎(chǔ)上。依靠進(jìn)程活動來實現(xiàn)的進(jìn)程目標(biāo)的實現(xiàn)可能性是可以計算的。依靠每一活動的全部進(jìn)程目標(biāo)的實現(xiàn)可能性以及每個活動所作貢獻(xiàn)的程度也是可以識別的。

22、a methodology for dynamic enterprise process performance evaluationtext from: wenan tan, weiming shen, jianmin zhao. a methodology for dynamic enterpriseprocess performance evaluation. integrated manufacturing technologies institute, national research council of canada, 800 collip circle, london, on

23、t, canada n6g 4x8, received 23 february 2006; received in revised form 12 october 2006; accepted 13 october 2006abstractin order to manage enterprise businesses effectively, enterprise decision makers need to understand enterprise business processes from various perspectives using sophisticated proc

24、ess simulation and optimization tools. evaluation of enterprise processes is the basis of enterprise process simulation and optimization research for business process re-engineering. this paper proposes a methodology for dynamic enterprise process performance evaluation with metric measurement model

25、s based on activity-based costing and activity-based management (abc/abm) for six types of process flows within manufacturing enterprises, including activity flow, product information flow, resource flow, cost flow, cash flow, and profit flow. the proposed methodology uses time, quality, service, co

26、st, speed, efficiency, and importance as seven criteria. a prototype software system has been implemented to validate the proposed methodology. 1 introductionenterprise process modeling, simulation, and optimization have been the recent research focus in the development of flexible enterprise system

27、s. there have been significant research efforts aiming at improving business process performance such as plan do check act (pdca), initiating-diagnosing-establishing-acting-learning (ideal) , quality improvement paradigm (qip) , and the capability maturity model (cmm) . as researches related to iden

28、tification of the evaluation items, the goal question indicator measures (gqm) methodology was introduced by basili and rombach in 1988, refined by ami in 1992 and by pulford et al. in 1996, and was applied to the goal-driven software evaluation by park et al.in 1996. especially, mendonca et al. con

29、verted the gqm to another goalquestion-metric for improving evaluation processes in 1998. how do we evaluate the enterprise process? the answer to this question is the basis of enterprise process simulation and optimization research for business process improvements. there is a very important concep

30、t, business process reengineering (bpr), was proposed by hammer in 1990. then hammer and stanton suggested the key issues of bpr as organizational redesign, process reorganization, and the use of information technology. the fundamental definition of bpr proposed by hammer is that starting from the v

31、ery basic issues, reformation of the re-engineering process will dramatically improve an organization in terms of its cost, quality, service, and speed. therefore, improvement and reengineering of a process is a fundamental tenet of bpr. cheng and tsai refined the definition and description of proce

32、ss re-engineering as use of customer satisfaction as the primary target and examination of the information technology and operational process within and between organizations; and use of process analysis as a means to understand process performance and redesign the process in order to reach the targ

33、et of simplification, cost reduction, and improvement of the service quality. then they proposed construction management process re-engineering method (cmpr). in their studies, the evaluation of process value is the sum of functional effectiveness and cost efficiency of a process with their linear w

34、eights. the functional effectiveness of process targets is the customer satisfaction. the cost efficiency of a process is also called the analysis index of cost structure of activities to represent the comprehensive efficiency of value-added index and the primary activity cost index. in fact, all of

35、 these indexes belong to the performance criteria of process structure. as a result, it is difficult to use the evaluation results directly to any related business decision-making. fitzgerald et al. proposed a framework based on results (financial performance and competitiveness) and determinants (q

36、uality, flexibility, resource utilization, and innovation). lynch and cross presented a performance pyramid for performance measurement from vision, market, financial, customer satisfaction, flexibility, productivity, quality, delivery, cycle time, and waste. the structural ambite performance measur

37、ement cube introduced a tri-axis cube that is mapped into three dimensions: business processes, competitive priorities and manufacturing typology, and it uses metrics to measure enterprise performance from time, cost, quality, flexibility, and environment. bradley et al. also introduced business pro

38、cess re-engineering and provided an overview of four bpr tools: dec-model, process wise, business design facility (bdf), and enterprise modeling system (ems firststep). they proposed a methodology that can be used to compare different bpr software tools and to help bpr practitioners to assess how a

39、particular bpr software tool will “fit” a particular process or industry sector. folan and browne described the evolution of performance measurement (pm) in four aspects: recommendations, frameworks, system and inter-organizational performance measurement. they proposed that the performance measurem

40、ent literature was encroached into the processes related to performance management, and considered process performance management as a future research area. the concept of inter organizational pm has had a very fragmented history of development in the literature. current studies of inter-organizatio

41、nal pm usually focus on supply chain pm, while the extended enterprise pm has been touched upon only briefly by the pm literature. fawcett et al. were among the first to suggest that measurement systems should extend competitive strategy into the areas of supply chain integration (upstream) and to a

42、lign with customer requirements (downstream). beamon suggested that a frame work for supply chain pm can be derived from the se of three measures: resources, output and flexibility. these three measures have different goals, but it is important for overall performance success of the supply chain for

43、 the three to be measured. lapide proposed a two-tier supply chain pm framework, which depicts the relationship between so-called executive level metrics and managerial level metrics in the supply chain. the former can be considered to be cross functional (and inter-organizational), process-based me

44、asures and the latter are function-based diagnostic measures. basu proposed a six-step cycle framework in order to implement and sustain the benefits of a performance management system with new measures (i.e., measures for the extended supply chain), while chan and qi proposed a process-based pm fra

45、mework for the supply chain based upon six so-called processes: suppliers, inbound logistics, core manufacturer, outbound logistics, marketing and sales, and end customers. each of these processes is subjected to a decomposition process that progressively decomposes the process into sub-processes an

46、d activities, and decomposes the associated goals and responsibility functions into ever-more detailed prescriptions. measurements may then be applied to activities, which in turn, may be aggregated upwards into sub-processes, and finally into the core process. therefore, the evaluation of an enterp

47、rise or extended enterprise is on how effectively we evaluate a process and make an integrated process evaluation. in order to dynamically evaluate enterprise processes, this paper introduces some measurement models for six types of process flows during enterprise process execution including activit

48、y flow, product information flow, resource flow, cost flow, cash flow, and profit flow, and an evaluation architecture using time, cost, quality, service, efficiency, speed, and importance as seven criteria for an enterprise process evaluation. the proposed business process evaluation system has bee

49、n developed as an application support tool within the process simulation and optimization environment. it is a kind of performance management method based on business process intelligence for enterprise business re-engineering and enterprise diagnosis. the rest of this paper is organized as follows.

50、 section 2 discusses measurement models using six types of process flows; section 3 describes the proposed evaluation methodology; section 4 presents a case study; section 5 concludes the paper with perspectives. 2 abc/abm-based measurements based on six process flowsin order to understand better th

51、e measurement models, the first thing we need to do is introducing some concepts related to enterprise process engineering. the total cost management (tcm) approach is based on the belief that an in-depth understanding and the continuous improvement of the business process are the driving forces beh

52、ind effective management of costs. today, activity-based costing and activity-based management (abc/abm) is widely adopted to address these issues because they provide a better picture of the profits and costs of doing business than traditional costing methods. business process evaluation is the fou

53、ndation for business process improvement in the abc/abm approach. it is useful for improving performance measurement and decision support functions within the organization. in order to perform business process evaluation, an integrated enterprise process model framework should be determined first. b

54、ased on existing abc solutions, we propose integrated capabilities in data management, analysis, cooperative control, and behavior description. in the proposed solution, which is evolved from the sadt and cosmos model, an enterprise model architecture is proposed by referencing the cim-osa, it is a

55、tri dimensional framework: the view dimension, the generality dimension, and the lifecycle dimension. in the view dimension, an enterprise can be described from five perspectives: process, infrastructure, behavior, cooperation, and information as following: where pm: process model; im: infrastructur

56、e model; bm: behavior model; cm: cooperation model; ifm: information model. pm is the core of the enterprise model. it is a partial set of business activities with the relative resource supports, inputs, outputs, and controls. it can be described as: pm = (2) where a = a1, a2, . . ., am is a set of

57、activities; p = product1, product2, . . ., productj is a set of products; r = r1, r2, . . ., rk is a set of resources; control is the tangible and intangible control relationships; support is the relationship of resources for an activity, and support a r; input is the relationship of input products to an activity, input a p; output is the relationship of output products to an activity, output a p. fig. 1 illustrates a schematic chart of process model. the infrastructure model, behavior model, cooperation model, information model, as well as related technological issues in the generality dim