軍事後勤工作中尤以保修工作複雜度最高,為維持「面面俱到」的保修作為,建立龐大的後勤組織,已不再符合國防政策發展。面對存續危機,後勤保修單位唯有善用有限資源,考量成本效益,展現作業績效,發揮支援各項演訓任務之後勤戰力,使組織得以永續發展。 本研究運用平衡計分卡 (balanced scorecard, BSC) 觀點,以某軍工廠為個案對象,建構適用個案單位的績效評估指標。並藉由分析網路程序 (analytic network process, ANP) 客觀量化,設定各績效指標的權重。研究結果指出,在平衡計分卡四個構面中,個案工廠認為以「內部流程構面」最重要,並篩選出「落實工安零事故」等 13 項重要衡量指標,提供個案單位未來實施績效管理之參考。此外,現行衡量指標權重與分析網路程序法指標權重具顯著差異,而個案工廠部門主管對現行績效指標已具共識,且能展現作業績效。
Military logistics work, especially in the maintenance work of the highest complexity, in order to maintain the “comprehensive” warranty as to establish a huge logistics organization, which is no longer in line with the development of national defense policy. In the face with the existence of a crisis, logistics maintenance and repair units only make the best use of resources, to consider the cost-effectiveness, presenting operating performance, playing exercises to support the mission of combat logistics force, so that organizations can continue to development. This study attempts to use the perspectives of balanced scorecard (BSC), taking a military base factory as an example to construction fit military factory with the performance evaluation indicators. Then we used analytic network process (ANP) to set the impersonal and quantitative performance indicators weight. We found that the military factory considered the “internal process perspective” was the most important and screen out “implement zero industrial safety accident” 13 important measurement indexes. The results can provide a reference for the future performance management of case unit. Besides, there exists significant difference of the weight for measurement indexes between current and ANP. However, military factory directors for the performance indicators have been a consensus, and the proposed approach has shown how operating performances.