共查询到20条相似文献，搜索用时 46 毫秒
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物流外包中的多边信息不对称问题研究 总被引：1，自引：0，他引：1
基于对物流外包5方面可能失控因素的讨论,本文分析了传统双边委托代理模型在物流外包系统中应用的局限性,认为结果信息缺失及多边信息不对称是造成物流外包中道德风险问题高于传统双边委托代理关系的根源.并在基于第三方物流企业(3PLs)的两阶段供应链模型的基础上,建立了将物流外包方及合作方作为委托人,3PLs作为代理人的多委托单代理模型.研究表明结果信息的共享有助于激励代理人采取更有利于委托人的行动,委托人的整体效用及对3PLs的支付随委托人之间的结果信息共享水平的增加而增加.如何实现并提高委托人间的信息共享水平是进一步需要解决的问题. 相似文献
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电子商务时代中国物流的发展研究 总被引：4，自引：0，他引：4
随着网络的普及、信尽技术的发展以及加入WTO的机遇和挑战，电子商务在我国得到快速的发展，这些对被称为“瓶颈”的物流业提出了更高、更迫切的要求。因此对物流与电子商务的对接以及我国物流业发展的现状进行系统的分析，探讨中国物流业发展的趋势，研究制定发展中国物流业的相应对策，对于发展我国物流业，使其能够参与国际竞争具有十分重要的意义。 相似文献
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物流在我国的发展已经随着我国的入世而逐渐走上正轨,但仍然面临的种种问题.要解决这样的问题,一方面要结合企业实际情况,提高供应链管理水平,增加企业竞争力;另一方面也需要创造一个健全的市场机制.我国的各类企业都应抓住机会,学习先进的管理和经营理念,充分利用好第三利润源来提升自己的竞争能力. 相似文献
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基于Supply Hub的第三方物流直送工位模式研究 总被引：9，自引：0，他引：9
分析了基于Supply Hub的第三方物流直送工位模式产生的背景,主要优势及采用此模式对供应链上游各方的影响;阐述了主要功能活动及两种主要的运作方式;论述了实施模式的关键问题,包括实施的前提条件、流程重构以及物流和信息流模型等;最后对基于Supply Hub的第三方物流直送工位运作模式的实践发展和理论研究进行了展望. 相似文献
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铁路向第三方物流发展通过更新运作方式、改善服务和物流技术等降低物流成本;通过多方面筹集资金,逐步建立起现代化的物流中心及其网络体系.铁路能为众多客户乃至全社会提供一个高效率、立体化、多功能的运输体系及现代物流体系. 相似文献
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翟运开 《地质技术经济管理》2009,(10):28-32
我国医药物流市场巨大,第三方物流是医药物流发展的趋势。根据服务科学的基本原理,分析了医药物流和第三方医药物流的状况,阐述了第三方医药物流服务创新的必要性,建立了第三方医药物流企业服务创新的动力模型和服务创新的“五星图”模式,提出我国第三方医药物流企业要从新服务概念、新客户服务界面、新的服务传递系统、技术选择及物流服务创新战略的选择与协调等五条路径推动服务创新。 相似文献
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When faced with the strategic choice of going direct to market versus the option of using intermediaries, a firm is posited to evaluate the benefits to customers from going direct to market, and the transaction costs involved in using intermediaries. In this paper, we discuss how these evaluations might differ depending upon the microcharacteristics of the exchange domain. Based on these theoretical considerations, specific propositions are offered regarding the conditions under which firms might rely more heavily on direct channels. These propositions are tested by conducting a cross'sectional empirical analysis using a large sample of manufacturing firms operating in diverse exchange domains. We also control for the impact of macrolevel environmental characteristics, as well as firm-level characteristics that may influence the direct to market decision. Our empirical results confirm that customer benefits and transaction costs are important considerations in going direct to market. 相似文献
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Focusing on proving or disproving transaction cost economics has led to a relative neglect of some key drivers of vertical scope, such as differences in productive capabilities (as opposed to capabilities of governance). We consider how productive capability differences can shape vertical scope through gains from trade. Using highly detailed data from the mortgage banking industry, we find productive capabilities to be a key determinant of the make‐vs.‐buy decision. Our analysis also suggests firms' attempts to leverage a comparative advantage can also lead to the use of mixed governance modes (both ‘make’ and ‘buy’ in a particular part of the value chain). We conclude that the distribution of productive capabilities along the value chain, catalyzed by transaction costs, ultimately drives vertical scope. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
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This paper investigates how firms' decisions to outsource or internalize production affect their technological performance. While several popular arguments and some anecdotal evidence suggest a direct association between outsourcing and technological performance, the effects of firms' governance decisions are likely to be contingent upon several specific attributes underlying a given exchange. This paper first demonstrates how standard performance models can improperly suggest a positive relationship between firms' outsourcing decisions and their technological performance. Models that account for firm‐ and transaction‐specific features are then presented, which indicate that neither outsourcing nor internalization per se result in superior performance; rather, a firm's technological performance is contingent upon the alignment between firms' governance decisions and the degree of contractual hazards. Copyright © 2002 John Wiley & Sons, Ltd. 相似文献
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Most prior research has focused on vertical integration or strategic outsourcing in isolation to examine their effects on important performance outcomes. In contrast, we focus on the simultaneous pursuit of vertical integration and strategic outsourcing. Our baseline proposition is that balancing vertical integration and strategic outsourcing in the pursuit of taper integration enriches a firm's product portfolio and product success, and in turn contributes to competitive advantage and thus to overall firm performance. We derive a set of detailed hypotheses, and test them on a unique and fine‐grained panel of longitudinal data documenting over 3,500 product introductions in the global microcomputer industry. The results provide strong support for the notion that carefully balancing vertical integration and strategic outsourcing when organizing for innovation helps firms to achieve superior performance. Copyright © 2006 John Wiley & Sons, Ltd. 相似文献
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物流形式与产业发展研究——以中国绿色食品产业为例 总被引：2，自引：0，他引：2
物流业发展是基于产业和企业的发展,反过来适宜的物流形式能够促进产业和企业的进一步发展。不同类型的产业以及产业和企业不同的发展阶段需要不同的物流形式,这是一个动态过程。本文利用产业成长分析模型和多项式分布滞后模型,得出中国绿色食品产业已进入成长阶段的中期和第三方物流发展水平已成为影响绿色食品产业发展的重要因素。以上结论客观上要求积极发展第三方物流,以促进其整体结构调整和产业升级,提高在国内外市场上的竞争力。在物流市场发展与物流形式的选择中,政府的扶持和产业政策的导向十分重要。 相似文献
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对国有石化企业发展物流的再思考 总被引：2，自引：0，他引：2
王泉 《石油化工技术经济》2004,20(4):59-62
国有石化企业的物流部门具备较好的运输设备,但目前仍处于传统储运业的阶段,无法满足具有国际先进水平石化企业物流的需要.随着石化行业的快速发展,物流量不断增大,各种所有制的石化企业数量也不断增加,国有石化企业可以运用现代物流理论和信息技术,整合原有的采购、运输、仓储等部门,组建第三方物流企业.这样,可降低运作成本,提高效率,不仅满足原石化企业的物流需要,更可满足社会上石化企业的需要,并创造大量利润.在物流信息化中,应重点关注物流运作、客户服务等环节. 相似文献
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In this paper, we argue that capabilities serve as shift parameters that result in a change in the critical value of asset specificity at which firms switch from in‐sourcing to outsourcing. Capabilities have two effects: they result in a change in firm production costs and in firm governance costs relative to the market. As a result, the frontier at which market governance gives way to firm governance shifts. Three factors that produce such shifts are the value, rarity, and inimitability of capabilities employed in firm processes. Considered as shift parameters, the effect of capabilities integrates seamlessly into transaction costs reasoning and is not a competing view of firm governance. We demonstrate these arguments empirically using a sample of 180 information systems sourcing decisions. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
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Research summary: This study uses the 2008 mortgage crisis to demonstrate how the relationship between vertical integration and performance crucially depends on corporate governance. Prior research has argued that the vertical integration of mortgage origination and securitization aligned divisional incentives and improved lending quality. We show that vertical integration improved loan performance only in those firms with strong corporate governance and that this performance‐integration relationship strongly decreases and actually reverses as governance quality decreases. We interpret these findings as suggesting that the additional control afforded by vertical integration can, in the hands of poorly monitored managers, offset gains from aligned divisional incentives. These findings support the view that corporate governance influences the strategic outcomes of a firm, in our case, by influencing the effectiveness of boundary decisions. Managerial summary: One of the unanswered questions of the 2008 mortgage crisis is why some firms produced toxic mortgages and others did not. Many have argued that vertically integrated banks—banks that both originated and securitized mortgages—had incentives to monitor themselves and thereby avoid overaggressive lending and outright fraud. Yet many of the worst lenders, such as Washington Mutual and New Century Financial, were in fact integrated. This study shows that the behavior of these firms critically depended on their corporate governance. We find that poorly monitored executives used their additional control over the integrated businesses to issue low quality loans that supported short‐term growth. Our results suggest that governance is a crucial prerequisite for financial services, particularly for firms whose managers control multiple, interrelated businesses. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献