基于品牌价值的虚拟供应链整合管理

从虚拟供应链体系的角度提出在企业供应链管理整合过程中应该充分发挥利用品牌价值优势,通过供应链体系中核心企业品牌价值创新的有效合作,用品牌价值驱动管理整个供应链资源,进而带动整条供应链的品牌价值整合并增值。只有通过有效整合供应链体系中的各个环节,并在供应链体系中合理的运用品牌战略,才会使供应链的品牌价值和客户价值达到有效地融合并最大限度地发挥其商业价值。从品牌价值管理的战略角度协同整条供应链,提高供应链中的各个成员的协同能力,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需要,并最终使参与企业的品牌具有更高的商业价值和整体竞争力。     

The selection of supply chain management projects: A case study approach

Organizations undertake strategic supply chain initiatives through project implementation. However, selecting the right supply chain projects can be difficult due to high levels of organizational risk and technical complexity. Although the literature is rich in quantitative and qualitative methods for project management, prior research into best management practices specific to supply chain management (SCM) project selection is limited. This paper examines the methods used in evaluating and selecting SCM projects used by the management at three publically held multi-national organizations. The primary objective of this research is to identify a set of generalizable good practices in the selection and evaluation of SCM projects. Nine useful business practices in SCM project selection have been identified based on cross-case comparisons and a close examination of the literature. Eight practices had been previously identified, but were scattered throughout the literature on ERP, IT management, and R&D management. A new practice calls for the consideration of supply chain partners’ return-on-investment (ROI) in the project selection process. Highest preference should be given to win-win projects for the organization and its partner(s). The practices identified here sho`uld provide the foundation of practical guidelines that can be used during the planning stage of SCM projects. This paper reduces the knowledge gap in SCM project management by analyzing organizations with significant supply chain experience and synthesizing these results with the current related literature.     

The effect of institutional pressure on cooperative and coercive ‘green’ supply chain practices

Little is known about buyers׳ decisions to implement ‘green’ supply chain management (GSCM) through either coercive or cooperative approaches. This is an important area of study as buyers are increasingly expected to improve and ensure that their purchasing and supply chain practices are environmentally sound. Pressuring and monitoring suppliers to become more environmentally responsible dominates the coercive approach to GSCM. In contrast, a cooperative approach is associated with training and helping suppliers to become ‘greener’. In this study we draw on institutional theory, and argue that the decision to implement such practices and the choice between them will be contingent upon institutional pressures (mimetic, normative and coercive), and downstream customer requirements for GSCM. Using primary survey data from 198 UK-based companies, we find compelling evidence to suggest that coercive and cooperative GSCM practices are driven by substantially different factors. Institutional pressures significantly determine cooperative approaches to GSCM while coercive practices are, to a larger extent, driven by downstream customer demands. Customer pressure is also found to moderate the influence of institutional factors on cooperative practices; no significant effect was found for coercive practices.     

Shared leadership in enterprise resource planning and human resource management system implementation

Human resource management systems (HRMS) integrate human resource processes and an organization's information systems. An HRMS frequently represents one of the modules of an enterprise resource planning system (ERP). ERPs are information systems that manage the business and consist of integrated software applications such customer relations and supply chain management, manufacturing, finance and human resources. ERP implementation projects frequently have high failure rates; although research has investigated a number of factors for success and failure rates, limited attention has been directed toward the implementation teams, and how to make these more effective. In this paper we argue that shared leadership represents an appropriate approach to improving the functioning of ERP implementation teams. Shared leadership represents a form of team leadership where the team members, rather than only a single team leader, engage in leadership behaviors. While shared leadership has received increased research attention during the past decade, it has not been applied to ERP implementation teams and therefore that is the purpose of this article. Toward this end, we describe issues related to ERP and HRMS implementation, teams, and the concept of shared leadership, review theoretical and empirical literature, present an integrative framework, and describe the application of shared leadership to ERP and HRMS implementation.     

Information technology and firm performance: the role of supply chain integration

This study analyzes the correlation among integrative information technology (IT), supply chain integration (SCI), and firm performance. The results show that integrative IT is positively associated with firm performance through SCI. However, the results of this study show that integrative IT does not have a positive correlation directly with firm performance. It is considered that in the relationship between integrative IT and firm performance, a new approach such as business process-oriented view arguing that performance is yielded through the primary influence of IT is necessary rather than a traditional view that sets up their direct correlations. The findings have the following implications. First, this study presents an endeavor to investigate the consequences of integrative supply chain strategy. Second, this study provides implications in decision making so that supply chain managers can use IT in an effective way.     

供应链管理中企业间冲突的解决策略研究

为了探索解决我国供应链企业冲突的途径,对我国供应链企业间冲突形成的原因进行了分析,并在此基础上对提出了冲突解决策略。分析发现：供应链企业的目标不相容、任务完成的相互依赖、对有限资源的争夺、管理模式难以统一、长鞭效应等问题都会造成供应链各企业间冲突,而通过加强供应链合作伙伴的挑选、建立战略合作伙伴关系及有效的沟通机制、供应链核心企业的主导作用、依据目标升级法设置超级目标等策略可以有效地解决供应链各企业间的冲突。     

论供应链战略联盟

当企业面临全球化的大市场竞争环境时,任何一个企业不可能在所有业务上都是世界上最杰出的。如果所有业务都由企业自己采承担,它必然面对所有相关领域的竞争对手,只有联合其他上、下游企业,建立一条业务关系紧密、经济利益相关的供应链策略联盟,实现优势互补,协同经营,才能适应社会化大生产的竞争环境,更好地利用其他方的资源。实现资源最大化整合和被最有效利用,共同增强市场竞争力。文章主要对供应链战略联盟的概念、作用及企业实施供应链战略联盟应该注意的问题进行了阐述。     

Strategic supply management,quality initiatives,and organizational performance

Researchers in supply chain management have found over the past two decades that supply management should be not merely a purchasing function but a strategic tool for supply chain integration. Supply management, the cornerstone of the integration of industrial supply chains, has evolved as a key research area. Based on quantitative and qualitative investigations of 225 electronics manufacturing firms, we examine the organizational impacts of strategic supply management (SSM) and the contexts of company size, process type, ISO 9000 certification, and quality management (QM) implementation that facilitate such an endeavor. We reveal that SSM is essentially a quality management initiative that requires bilateral efforts for continuous improvement and thus is not associated with the basic requirements of ISO 9000. We find that SSM improves on-time shipments, reduces operational costs, and leads to customer satisfaction and improved business performance. Developed based on contemporary premises in supply chain and QM, this research refines our understanding of the relationships among quality initiatives, SSM, and organizational performance.     

面向SCM的物联网动态服务架构及协同应用

基于供应链集成化业务场景、持续分析了供应链以及增强上下游快速响应能力的需求,为了实现集成化供应链平台的业务协同合作与信息共享,并构建业务需求驱动的物联网关键技术融合体系,采用以动态服务为中心的物联网多层体系结构,通过物联网应用中间件技术以及多层关键技术融合与集成应用,实现由业务驱动的海量数据的采集、传输、处理与整合,采用面向服务的体系结构SOA技术及Web服务技术,支撑分布式SCM应用软件借助中间件技术实现物联网在异构环境下动态的服务架构及其协同应用。     

High-involvement information sharing practices: an international perspective

The type of information shared within organizations is a key aspect of strategic human resources management. In this exploratory study, we expand our understanding of high-performance work systems (HPWSs) by examining the information sharing practices of firms operating in different countries to assess the extent that high-involvement-oriented information sharing in organizations is influenced by home-country economic structures and national cultural factors. We assess firm-level data from a 12-country sample to evaluate the use of formal information sharing practices for non-managerial employees. The results of our analysis support the contention that information sharing practices varies by country, and that cultural similarities based on geographical region exist within the three information content areas of business strategy, financial performance, and organization of work. Specifically, we found significant variance in information sharing practices of firms based in different countries but homogeneity of practices among geographical neighbors. There is a modest positive relationship between sharing business strategy information and perceived firm performance that is significantly stronger in North America compared to other regions. These results have important implications for the ongoing theoretical development of mechanisms underlying the use of HPWS practices in an international context.     

流速、流量、流向与供应链资金流协调

供应链管理作为一种跨越企业组织边界,在一个完整的流程上共享经营资源和信息,以整体优化为目标的管理模式,已成为企业获得可持续竞争能力的一种基本途径。其中资金流的协调问题是供应链得以维系的关键。基于供应链上企业之间的关系,研究供应链的资金流流转。通过分析供应链资金流协调的影响因素,从而可以促进供应链资金流的协调,提升供应链的竞争力。     

供应链整合标杆企业—利丰公司经营模式研究

对供应链整合的标杆企业利丰公司进行了案例分析,将其经营模式归纳为明确的定位与业务范围、纵向供应链布局与横向全球化布局三个方面,并且分析了支撑其经营模式的核心竞争力,包括产品知识能力、流程设计能力、增值服务能力、信息能力、供应链管理能力、组织再造能力、广大的供货商与客户网络。     

基于集成化供应链的ERP、CRM与SCM的整合

在企业信息化建设进程中,ERP、CRM与SCM作为关键技术在不同的领域中发挥着重要作用。本文运用集成化供应链管理模型,对于如何从供应链的角度出发,实现三者的有机整合进行了探讨,提出了以集成化供应链为基础的将三者集成的设想。     

供应链信息共享实现机制研究

牛鞭效应使得供应链管理变得更加复杂和困难,而在供应链中高效地共享信息能够极大减弱牛鞭效应。结合供应链信息共享的特点,给出供应链信息共享需要考虑的内容,并根据这些内容提出供应链信息共享的信息查询机制、数据交换机制和安全机制。这三种机制保证了在供应链中安全高效地共享信息。     

供应链视角下的利益分配关系研究

供应链的动态复杂性，决定了供应链利益分配关系的复杂性。供应链利益分配关系受多重因素的影响，供应链利益分配本质上即是资源的再分配，供应链利益分配的合理化必须在公平与效率之间进行平衡。作者对供应链利益分配进行了类型分析，并在此基础上对供应链利益分配提出了分层次协调的思路。     

网络环境下图书馆供应链管理策略研究

从社会需求的拉动、科技进步的推动和竞争发展的需要三个方面分析了网络环境下图书馆实施供应链管理的动因,阐述了图书馆供应链系统的模式和特点,并在此基础上提出了网络环境下建设互动共享的管理文化、重组业务流程、建立供应链信息管理平台、构建合理的人力资源体系、完善供应链管理绩效评价等图书馆供应链管理的基本策略。     

Assessing the impact of green supply chain practices on firm performance in the Korean manufacturing industry

As a growing number of customers tend to view corporate social responsibility (CSR) as a key purchase decision criterion, demands for CSR including environmental sustainability have accelerated in today's business world. To meet such demands, many firms consider embracing environment-friendly business practices. However, many firms are still hesitant to implement those practices due to sceptical views about their real managerial benefits. Although the previous literature confirms the positive link between a firm's commitment to environmental sustainability and its performance, the varying degree of impact of different kinds of environment-friendly supply chain practices on the firm's operational performance is still unknown. To fill the void left by prior research, this paper aims to classify various types of green supply chain management (GSCM) practices and then assess the impact of each of these distinct types on the firm's operational performances (especially manufacturing and marketing performance). Also, this paper examines how the firm's organisational profiles such as firm size affect the particular firm's choice of GSCM practices. Our experimental results reveal that the chosen type of GSCM practices influences the firm's performance differently.     

A cybernetic view of environmental management: the implications for business organizations

Current environmental management practice is judged to be mechanistic and based on previous experience with health and safety and with quality management systems. In support of the claim that systems approaches to management are required, the question is asked: what is the systemic nature of environmental management and will it lead an organization towards some concept of sustainable business practice? To try and answer this question the Viable System Model (VSM) developed by Stafford Beer was used to analyse current environmental management practice from a systems perspective in seven manufacturing organizations. The findings suggest that significant structural changes in organizations will be necessary as well as changes in management practices (core competencies) and attitudes if organizations are to become viable. Tomorrow's business strategy is likely to be driven much more by cooperation rather than by competition. Some possible implications for business are: (1) Corporate portfolios will be organized around the supply chain (or flows of energy and materials) instead of products and markets. (2) Strategy will not only continue to be made at the corporate and business unit levels but also at the industry level. (3) Such developments will require much higher degrees of integration and cooperation than is currently practised between companies. © 1997 John Wiley & Sons, Ltd and ERP Environment.     

The effect of an ambidextrous supply chain strategy on combinative competitive capabilities and business performance

This study investigates the influence of an ambidextrous supply chain strategy on manufacturers’ combinative competitive capabilities – the ability to excel simultaneously on competitive capabilities of quality, delivery, flexibility, and cost – and, in turn, on business performance. Drawing upon March's (1991) notions of exploration and exploitation, an ambidextrous supply chain strategy is conceptualized as a simultaneous pursuit of both explorative and exploitative supply chain practices. We operationalize this concept as a second-order latent construct that captures the co-variation between exploration and exploitation within the context of a manufacturer's supply chain management strategy. Using survey-based data gathered from 174 U.S. manufacturers, we find that an ambidextrous supply chain strategy coincides with combinative competitive capabilities and business performance. Our empirical finding contradicts conventional wisdom that argues for tradeoffs between exploration and exploitation. Instead, our empirical results are in line with an emerging complementarity view advocating that supply chain managers build practices to gain operational efficiency while simultaneously searching for opportunities to gain operational advantages. In addition, we provide insights regarding the role of combinative capabilities in mediating the relationship between an ambidextrous supply chain strategy and business performance.