跨国公司在东道国物流外包现状及启示

跨国公司在东道国实施物流外包是其获取竞争优势的重要基础。文章从跨国公司在东道国物流外包的动机、业务、物流服务商,以及物流外包对跨国公司的影响等几方面进行阐述,并针对于我国"走出去"企业在东道国的物流策略提供相关的建议和对策。     

跨国公司中国供应链发展与我国物流企业对策

首先概括了跨国公司在中国的供应链策略特征,在深入研究中国融入国际供应链优势条件的基础上,分析了这种形势对中国物流市场的影响,并进一步提出我国物流企业融入国际供应链的对策。     

快速消费品物流发展研究

本文总结了快速消费品物流的特点，分析了快速消费品物流的运作模式，针对快速消费品物流市场存在的问题，提出了快速消费品物流发展策略。     

成立工会,外企躲不掉的责任

案情简介 2004年10月25日,中华全国总工会(以下简称"全总")宣布,一大批包括国际知名跨国公司在内,长期不按中国法律建立工会的企业,将会被列入全总"黑名单".某市某快速消费品行业工会响应全总的号召,积极帮助本行业内企业建立工会组织.2004年12月,该行业工会在帮助某著名跨国快速消费品公司建立工会的过程中遭到了拒绝.该跨国公司答复,其为跨国公司,遵守某国际公约,因此不需要参加中国的工会组织.行业工会因此派人到该公司解释我国的法律法规,遭到拒绝,并且该公司还阻挠工作人员与其一般员工接触.经多次协商未果,该行业工会以该跨国公司违反<工会法>的有关规定为由,将其起诉至人民法院.     

跨国公司在华物流外包现状分析

跨国公司在华物流运作模式以物流外包为主。文章着重从跨国公司在华物流外包的业务范围、物流服务商的类型和选择方式以及物流外包对其企业绩效的影响等方面进行分析,为"走出去"的我国跨国企业提供物流外包方面的建议。     

会展信息

中国快速消费品行业供应链与物流高峰会在京召开4月27～28日,由《物流技术与应用》杂志主办,中国物流技术协会信息中心协办的第一届中国快速消费品行业供应链与物流高峰会在京举行。本次会议主题为"快速响应与成本控制",到场演讲嘉宾包括我国著名物流专家吴清一、中国物品编码中心推动部主任与中     

迎接变革时代 共寻创新路径——第三届中国快速消费品供应链与物流高峰会侧记

面对不断变化的市场环境,快消品供应链与物流该如何进行相应调整?4月18-19日,南《物流技术与应用》杂志主办、中国物流产品网协办的"第三届中国快速消费品供应链与物流高峰会"就此展开了探讨。本届大会以"渠道深耕下的供应链变革"为主题,包括快消品企业、零售企业、第三方物流企业、物流装备技术与信息化等企业,以及相关协会和机构等在内的各方代表,汇聚山东青岛,对快消品供应链与物流发展中的热点和关键问题进行了深入讨论与交流。来自可口可乐、中粮集团、宝洁公司、物美集团等著名快消品企业的专家结合自身实践,分享了快消品供应链系统构建与物流管理运作中的经验。IBM、Inror、招商路凯、今天国际、德马集团等企业代表则从供应链创新、信息系统建设和先进物流技术应用等方面为快消品物流转型升级提供了新思路。     

国际营销下的国际物流发展策略

国际物流是企业顺利完成国际市场营销活动的重要保障。在阐述国际物流意义的基础上,提出国际物流的发展策略,认为应该加强物流基础设施建设、加快国际物流人才的培养、强化技术在国际物流中运用和积极发展第三方物流,以促进我国国际物流的快速发展。     

快速消费品企业的物流问题研究

快速消费品行业是目前市场竞争激烈、销售规模大、发展速度快的一个行业。快速消费品的物流发展可以满足消费者的需求,提高企业的利润。本文对快速消费品企业的物流问题进行了分析。     

3PL企业切入快速消费品行业的机遇与挑战

由于快速消费品行业的快速扩张、布点以及其特有的产品经营策略．它们一般呈现了商品的多品种、小批量化、高配送频率、多配送点、快速配送要求以及需要完善的信息系统支撑等物流配送特征，使得整个物流活动更加复杂。文章从快速消费品的特点、对物流的需求等方面阐述了行业发展动态，尤其是第三方物流在切入快速消费品行业的机遇与挑战。最后，给出了快速消费品行业与第三方物流在以后的合作与发展中的几条建议．一定程度上指导了两者的良性融合。终端经营战略的有效实施促进了3PL快速切入快速消费品行业使得社会成本尽可能最低，总利润最大化。     

Adoption of High‐Performance Work Systems by Local Subsidiaries of Developed Country and Turkish MNEs and Indigenous Firms in Turkey

High‐performance work systems (HPWSs) are seen as important in helping strengthen competitive strategies of developed‐country multinational enterprises (DC MNEs). Commensurate with global competitive pressures and internationalization strategies, emerging‐country MNEs (EC MNEs) and indigenous firms are also increasingly adopting HPWSs. HPWSs are not only seen as simply performance enhancing systems, but also as facilitators of internationalization. MNEs represent an important test bed for the HPWSs and their applicability in different national contexts. In this article, we contribute to the extant literature by focusing on HPWS adoption level within domestic subsidiaries of DC MNEs and EC MNEs along with stand‐alone indigenous firms in a single‐country setting by keeping the host‐country environment as constant. © 2015 Wiley Periodicals, Inc.     

Environmental Behavior and MNEs: A Strategy Pulled by Stakeholder Engagement

This research attempts to examine how multinational enterprises (MNEs) from regulated and non‐regulated industries shape their environmental strategies with regard to environmental disclosure and performance. Results reveal that regulated (non‐regulated) MNEs display worse (better) environmental performance levels and disclose less (more) environmental information than MNEs operating in non‐regulated (regulated) environments. We argue that this strategy is set as an answer to cope with legitimacy problems faced by MNEs as well as to respond to increased demands from stakeholder groups. We contend that our findings may contribute to existing literature and be of relevance for practitioners. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment     

Internationalization strategies of frontier Lusophone-African multinational enterprises: Comparative case studies of Angola and Mozambique

Internationalization theories suggest that enterprises from emerging and frontier markets will adopt different entry modes than those in advanced economies. Very few studies to date, however, examine the process of how multinational enterprises (MNEs) from frontier markets internationalize or evaluate which factors influence their mode of entry into global markets. This research investigates the internationalization strategies of Lusophone Africa MNEs from Angola and Mozambique, more specifically their entry mode, to expand the framework for entry mode strategies to include the motivations and issues of MNEs from emerging and frontier economies. Surveys, as well as in-depth, in-country, qualitative interviews reveal that these frontier and emerging market MNEs opted for equity-based investment strategies as their preferred mode of entry. A significant second group opted for e-commerce/e-business strategies, and direct and indirect exports. Finally, a smaller portion of the interviewees chose Greenfield investment as a mode of entry. Many of these MNEs could be classified as born global/INV.     

Corporate sustainable actions through United Nations sustainable development goals: The internal customer's response

Designing sustainable corporate social responsibility (CSR) strategy utilizing the United Nations sustainable development goals (SDGs) framework to deal with consumption in a sustainable and responsible fashion is increasingly a requirement in emerging economies. This paper examines sustainable social initiatives (SIs) via a CSR model and social lens as part of the SDG framework for multinational enterprises (MNEs), to determine the perception of the internal customer and stakeholder (i.e., the employee) alongside their identification and voluntary engagement in their organization's SIs. The study examines internal customers (as the employee) of two MNEs who reside in a developed country and two developing countries from emerging economies. The findings indicate that identification with the SDG‐based SIs selected by MNEs for this study mediates the relationship between perception of their organization's perceived CSR and engagement in these initiatives, for employees in developing countries (and emerging markets) but not the developed country. This suggests the importance that internal employees “identify” with SDG‐based SIs in emerging markets in particular and builds on significant managerial implications for MNEs in these markets alongside their voluntary work with nonprofits as part of their SIs and CSR strategy. The findings also confirm the importance of MNEs adopting SIs that are not only relevant to the global United Nations SDG framework but also relevant to the actors, collaborators, and nonprofit organizations involved in these SIs, including stakeholders and in particular the internal customer (i.e., employee) who volunteer their time to implement these SIs in the communities where MNEs reside.     

Auditing Human Resource Management in the Global Environment

The globalization of business is making it increasingly important to understand how multinational enterprises (MNEs) can operate more effectively. Human resource management can be a critical determinant of corporate effectiveness, particularly as it plays out in the global arena. This article discusses how MNEs enhance their ability to utilize human resources and internal labour markets for competitive advantage through audits of the international human resource management (IHRM) function. A multidimensional auditing framework is developed and applied to the strategic aspects of IHRM in MNEs and international joint ventures.     

Building a Strong Foothold in an Emerging Market: A Link Between Resource Commitment and Environment Conditions*

ABSTRACT This study examines how MNEs align resource commitment with environmental conditions (challenges and opportunities) when they invest in a foreign emerging market. MNEs often face a dilemma in allocating resources to this environment: without this commitment, they cannot build a strong competitive foothold; yet with over‐commitment, there is excessive economic exposure. Our analysis of MNEs in a major emerging market suggests that resource commitment is an inverse function of market uncertainty and this inverse link is stronger for less strategically proactive MNEs. Resource commitment is also an increasing function of market opportunities and this function is stronger for firms emphasizing demand‐side (as opposed to cost‐side) gains. In addition, in a highly volatile industry, resource commitment is negatively associated with cultural distance, but in a relatively stable industry, it is positively associated with cultural distance. And finally, as foreign subsidiaries become older, the influence of cultural distance on resource commitment is weakened.     

Is there a bigger and better future for employer branding? Facing up to innovation,corporate reputations and wicked problems in SHRM

Employer branding is becoming an increasingly important topic for research and practice in multinational enterprises (MNEs) because it plays directly into their corporate reputation, talent management and employee engagement agendas. In this paper, we argue that the potential effects of employer branding have yet to be fully understood because current theory and practice have failed to connect this internal application of marketing and branding to the key reputational and innovation agendas of MNEs, both of which are at the heart of another strategic agenda – effective corporate governance. However, these agendas are characterised by ‘wicked problems’ in MNEs, which have their origins in competing logics in strategic human resource management (SHRM). These problems need to be articulated and understood before they can be addressed. This paper proceeds by (1) setting out a definition and model of employer branding and how it potentially articulates with corporate governance, innovation and organisational reputations, (2) discussing and analysing the ‘wicked problems’ resulting from the sometimes contradictory logics underpinning innovation and corporate reputations and SHRM in MNEs and (3) evaluating the potential of employer branding as a contribution to the third SHRM approach – HR strategy-in-action – as a way of resolving three particularly wicked problems in MNEs. We conclude with some ideas for research and practice on the future for employer branding.     

Strategic international human resource management approaches in the maquiladora industry: a comparison of Japanese,Korean and US firms

The maquiladora option has made Mexico an increasingly attractive off-shore manufacturing site for multinational enterprises (MNEs) seeking global competitiveness. However, MNEs often encounter human resource management (HRM) challenges as they attempt to leverage these maquiladora benefits. MNEs use three approaches to international human resource management (IHRM) design in addressing these challenges – a mechanistic, ‘control’ approach; a paternalistic, ‘human relations’ approach; and a developmental, ‘human resource’ approach. This paper compares and contrasts these IHRM design approaches in Japanese, Korean and US maquiladora manufacturing operations in Mexico, identifies implications for the management of diversity based on these findings, and discusses the related competitiveness implications.     

A comparative study of performance appraisals,incentives and rewards practices in domestic and multinational enterprises in the country of Brunei Darussalam

Very little work in the past has focused on the comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices utilised by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. In this paper, we examine how the HR practices of appraisals, rewards and incentives are offered, explained and monitored in domestic enterprises (DEs) versus MNEs, and how they are similar or different in nature. This paper is based on primary data collected from a cross-section of firms operating in the country of Brunei Darussalam – a context within which no previous work of this nature has been undertaken. An analysis reveals several interesting results: HR practices are more advanced and better structured in MNEs that conduct performance appraisals (PA) more frequently than DEs, and their feedback system is also rapid; incentives and rewards systems in MNEs follow market ethos and principles; the HR directors and employees of MNEs are more receptive to PA than those in DEs whilst, in contrast to DEs, incentives and rewards systems in MNEs follow market ethos and principles. Furthermore, with regard to size, younger firms are more likely to be following market principles in terms of explaining incentives and rewards systems to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees.     

An analysis of recruitment,training and retention practices in domestic and multinational enterprises in the country of Brunei Darussalam

This paper studies the behavioural differences in the recruitment, training and retention practices of domestic enterprises (DEs) versus multinational enterprises (MNEs) in the country of Brunei Darussalam. Hypotheses from literature survey predict MNEs to be more stringent in their recruitment and training and rigourous with promotion practices. Results show this is to be largely true. MNEs are found to be more rigourous in recruitment and place more emphasis on such traits as candidates' ‘devotion to task’, ‘self-motivation’ and ‘independent judgement’. MNEs were found to rely more on internal appointments. MNEs place more emphasis on training; they also emphasise a stronger work culture by relying on ‘induction by socialisation’ and ‘buddy system for mentoring’. When analysed by age, older firms were found to place more importance on language and commitment. They also rely on training via the buddy system and on external appointments for senior posts. Large firms place emphasis on employees' willingness to travel and on work experience in other countries as the main recruitment criteria. Large firms also believe in external appointments for senior positions. The study, which is one of few of its kind conducted in non-Western environment, and the only one in the context of Brunei, adds to our understanding of human resource practices in the context of two different genres of enterprises and has implications for future research.