浅析基于品牌战略的供应链体系

本文从提高供应链体系竞争力的角度提出在供应链管理过程中应该充分利用品牌战略。通过供应链体系中各企业之间品牌的强强合作,用品牌价值打造供应链,进而提升供应链的品牌价值。供应链中的各个成员必须从品牌战略的角度整合整个供应链,使供应链的整体绩效达到最优,从而实现企业之间战略联盟的目的,并最终使各自的品牌具有更强的竞争力。     

论供应链管理中的战略协同

供应链管理是一种集成的管理思想和方法,强调把供应链中所有节点企业看作一个整体,其涵盖的范畴从产品最初的设计到最后的销售的全过程,协同问题是目前供应链研究和实践所面临的一个关键问题。战略协同是对供应链管理中事关全局的重大核心问题的合作与协调,是实施有效的供应链管理的重要基础。通过战略协同引导供应链中的各节点企业紧密合作,可以提高供应链的性能,增强供应链整体竞争能力。     

汽车企业供应链环境下的多级库存管理机制

随着汽车市场竞争的日益加剧,企业不但要降低主产品企业的成本,更要降低整条供应链上的成本。很多企业做到了单个企业的库存最优化,但是没有使整条供应链库存达到最优化。应当从供应链角度着手,用多级库存优化机制来管理供应链库存。     

供应链协同管理策略

20世纪90年代以来,供应链协同成为供应链管理的核心。供应链协同要求供应链内各节点企业密切配合,以最终客户为中心,共同制订相关计划、实施策略和运作规则,并共同约定承担相应责任,有效的整合利用供应链内外部资源,协同一致地完成供应链的总体目标。通过协同,使供应链整体比各企业单独运作取得更大的收益,实现供应链整体价值最大化的同时也增加参与者的利润所得。供应链协同密切了企业间的合作关系,使供应链内所有企业形成共赢的业     

购并整合、供应链管理与企业核心竞争力

本文通过对购并整合、供应链管理与企业核心竞争力之间相互关系的探讨,提出了企业竞争战略系统模型:以培养核心竞争力为企业竞争战略目标;供应链管理为战略思想,包括:客户驱动、竞合观念、战略系统整合及核心竞争力导向;以购并整合与战略联盟为战略手段。战略手段在战略思想的指导下,为企业的战略目标服务。供应链管理思想对企业购并的指导要求购并在目标企业的选择上遵循“关联”原则,有利于企业核心竞争力的提高;能够为顾客创造价值;购并后企业能进行内部有效整合。在整合中,要求从供应链整体结构出发考虑企业内部结构优化;应基于供应链管理的思想进行整合。     

服务供应链对旅游服务的启示

通过对供应链和服务供应链的理解,阐述了旅游服务供应链在旅游业的应用前景.由旅游服务供应链的核心企业协同整合各种信息、资源,相关企业共同合作,形成战略联盟,达到共赢与共同增值,且更好地满足客户的需求的目的.分别从信息管理、流程管理、能力管理、绩效管理和旅游交通的协同设计几个方面,阐述了旅游服务供应链的运作;指出建立有效的旅游服务供应链可促进我国旅游业的发展及提高旅游企业的竞争力.     

金融危机环境下的供应链管理

在全球性金融危机的环境中,我国企业内忧外患,举步维艰。只有加强供应链管理,实现企业内部资源的有效整合,快速整合外部优势资源,对市场需求作出迅速准确的反应,才能在错综复杂的经济环境中获胜。21世纪的竞争不再是企业和企业之间的简单竞争,而是供应链之间的竞争,是以核心企业为龙头,根据核心企业发展战略,与上下游企业结成战略联盟,信息共享,资源共享,形成整条供应链的核心竞争力。     

论供应链环境下的库存管理

随着竞争的加剧,企业之间的竞争逐渐被供应链之间的竞争所代替,越来越多的企业逐渐把降低成本的主要途径通过管理整条供应链来实现。库存管理虽然是企业过去在管理理论界和实际应用中最成熟的一个方面,但对库存的管理只是单单从单个企业角度进行管理,因此,过去的经验和理论在供应链环境下很难适应。本文旨在通过库存管理来研究如何进一步优化整条供应链。     

供应链竞争力的评价指标及模型

从整条供应链的角度，构建了基于供应链敏捷性、密切性、客户导向性、管理水平及核心企业竞争力的供应链竞争力评价指标体系。在该体系框架下，借助模糊综合评判方法，有效评判了单条供应链的竞争力，并为多条供应链竞争力强弱的比较提供了有效手段。     

零售业供应链的优化策略

零售业的供应链管理是以零售企业作为整条供应链的主导，对供应链体系中成员企业的作业流程进行控制和引导，从而实现供应链体系的高效率和低成本。作为一种集成化的管理思想和方法，零售业供应链管理是围绕核心企业通过物流、资金流、信息流等将由供应商、制造商、分销商、零售商直到最终的顾客所组成的供应链，连成一个整体的管理模式。     

Reshoring: a strategic renewal of luxury clothing supply chains

This paper contributes to the emerging literature on reshoring by taking a value-driven enquiry into the renewal of supply chain strategy. It enhances the understanding of the use of reshoring in generating the value demanded by a changing business model. An iconic British high-end clothing brand, Burberry, is the chosen case study to explore the recent move towards reshoring because its changes of leadership, business model and evolving supply chain strategy from 1997 to early 2016 provide a timely and pertinent context. Burberry has continued to realign its business towards a brand-led and customer-centric model along with restoring its corporate heritage and core brand values. The changes in Burberry’s business model triggered the need to renew and realign its supply chain strategy through consolidating and rebuilding manufacturing activities back in the UK, in order to support its brand repositioning as quintessentially British and the company’s refocus on heritage products. The increased managerial control in the supply chain together with the close proximity of design and manufacture enables the promise of quality and brand provenance to be fulfilled. The renewal of Burberry’s supply chain strategy has contributed to an increase in revenues and brand values. These findings suggest that the renewal of supply chain strategy through reshoring and increasing control in supply chain operations can enhance value and firm competitiveness.     

企业供应链在电子商务背景下的价值分析

随着信息技术的不断发展和应用,企业的管理模式发生了全面变革,基于Intemet的电子商务成为企业提高决策水平重要的媒介。供应链中的节点企业通过电子商务实现上下游企业之间信息高度集成和共享,将能提高生产效率,提升产品质量,降低企业运行成本,并为产品增加更多的附加值和品牌溢价。     

供应链企业博弈的利益分析

企业的经营行为是建立在理性博弈基础之上的。本文从企业理性出发,分析了供应链企业在从自身利益出发和从供应链整体利益出发时博弈的企业得益和供应链整体得益,分析了企业在非合作博弈情形下风险分担的失效;并说明供应链企业合作对改进供应链效率的重要性,以及分析了供应链企业合作的前提条件。     

Cost control based on value chain paying equal attention to earning more income and cutting down expense

According to the idea of cost control based on the value chain, several important factors are necessary. Firstly, it is necessary to have enough resources, which must be invested to create advantageous value chain based on customer value. It is also necessary to be sure of the cost advantage of the value chain. Secondly, the consumption of resources must be reduced as much as possible to enable the smallest operating cost for the value chain and make sure of the cost advantage based on maximum business value or profit. It is a kind of cost control from the whole view of creation and supply of value. In practice, it is also a kind of cost control system based on the value chain. It includes enough control and necessary resource investment from the view of the value creation, and keeps consumption of resources to a reasonable level from the view of the value supply. The main object of the first factor is to construct the advantageous value chain from creating customer value; and the second factor is to strengthen the advantageous value chain from supplying or producing customer value. Therefore it is a new kind of idea to explore this cost control from the whole view of creation and supply of value. It is more profitable for businesses to gain sustainable competitive advantage.     

供应链环境下产品创新的合作匹配模型

文章以供应链环境下企业间的产品创新为研究对象,分析了供应链环境下产品合作创新的影响因素,将供应链合作创新模式概括为技术转让、合作开发、创新网络、技术联盟、共建实体等5种。通过合作模式演进图描述了企业在技术、资金、人员和组织形式4方面深入合作、不断演进的过程。最后,提出了供应链产品创新的匹配模型。     

反向保理在小微企业供应链融资中的应用

融资难是困扰小微企业发展的主要问题之一。保理已经成为欧美小微企业一种有效的融资渠道和财务结算方式,但我国传统的国内保理业务主要应用在大企业之间,小微企业叙做保理业务仍存在很多障碍。目前国内一些银行正在进行一种新型保理业务的探索,即反向保理。充分利用国内商业银行的优势开展反向保理业务,一方面可以缓解小微企业融资困难,降低整个供应链的融资成本;另一方面还可以让银行跳出"大客户偏好"的激烈竞争,更多地参与到贸易活动中,开创供应链金融的蓝海。     

自主知识产权视角下的跨国公司培育研究

市场环境的巨大变化特别是国内市场国际化,已经现实地摆在中国企业的面前。在中国实行自主创新经济发展战略的大背景下,中国跨国公司培育要求以企业为主体,实行基于自主知识产权与知名品牌培育的中国跨国公司发展战略。     

基于顾客价值创新的供应链整合策略研究

优化供应链管理水平,构建一体化的整合供应链,已经成为当前形势下供应链企业获取竞争优势的重要途径。本文从创造顾客价值的角度出发,提出供应链整合管理必须以满足顾客需求为中心,增强产品功能和质量,提高服务水平,降低顾客成本,创造更多的顾客价值。在此基础上,提出建立基于Internet和EDI技术的信息共享系统及进行关键业务流程重组是提升供应链顾客价值的重要整合策略。     

Critical success criteria for B2B E-commerce systems in Chinese medical supply chain

The paper presents an exploratory investigation to determine and prioritise the critical success criteria, which can measure and guide the successful application and performance improvement of business to business e-commerce system (BBECS) in a medical supply chain's selling and buying functions, in the context of global business expansion. The research reveals that the buying and the selling functions have different prioritisations on the majority of the determined critical success measuring criteria. These criteria are categorised into three Critical Success Measuring Criteria Groups, for the selling and the buying functions, respectively, guiding medical supply chain members in harnessing the full advantage of a BBECS. For the selling function, the top critical success measuring criteria are as follows: integrating information searching/transmission and application processes, ensuring the reliability and timeliness of technical support, ensuring recognition and acceptance of e-commerce processes, displaying the organisation's business focus and product/service provisions online, securing a large scale/amount of business transactions, adjusting production outputs and inventory levels and having more registered users than competitors do. The top critical success measuring criteria for the buying function are as follows: securing the establishment of business relationships between businesses, displaying the measures ensuring mutual trust and cooperation online, ensuring employees' recognition of the benefit of e-commerce in increasing revenue, ensuring the contribution to the development and realisation of corporate strategy, achieving cost reduction for the organisation, making the purchase of famous brand products available/doable, securing a large scale/amount of business transactions, and ensuring the attainability of products/services at a lower price.