电子商务企业绩效评价体系

根据电子商务企业的特点,分析现有的财务评价指标和平衡计分卡指标体系不能适用于电子商务企业的绩效评价原因。以平衡计分卡的原有指标体系为基础,提出新的指标评价体系。该体系增加了对于电子商务企业经营具有重要影响的信任度、信息收集和处理能力等指标,使该指标体系可以适用于电子商务企业的绩效评价。     

电力企业供应链管理研究

当前,在电力企业供应链管理中存在的问题,主要是供应链管理的意识薄弱,缺乏有效的信息传递平台,成员企业之间缺乏信赖,供应链管理人才匮乏等。提升电力企业供应链的市场竞争力,要建立一个环环相扣的供应链,使不同电力企业能在一个整体的供应链管理系统下实现协作经营和协调运作,并把这些企业的分散的生产计划纳入整个供应链的计划中,实现资源和信息共享。具体措施主要包括明确电网企业的核心成员地位,注意电力企业供应链企业间信任度的管理,建立有效的信息传递平台,加强电力企业供应链管理人才的培养等方面。     

基于BP神经网络的精益供应链协同绩效研究

随着精益管理和供应链管理越来越受到重视和应用,对精益供应链协同绩效进行评价的研究也显得更加重要。以五维动态平衡计分卡作为参考模型,构建精益供应链协同绩效评价的指标体系,并运用BP神经网络对精益供应链协同绩效进行评价,为研究精益供应链系统的运行性能提供决策依据。     

绿色供应链综合绩效评价指标体系构建研究

在前人研究的基础上,针对绿色供应链综合绩效评价指标体系的构建给出一些建议,通过对绿色供应链与普通供应链的绩效评价进行比较分析,给出绿色供应链综合绩效评价指标体系的构建思路,以帮助供应链体系下的各成员企业搭建科学的绿色供应链综合绩效评价体系,最终完成对其绿色供应链综合绩效的科学、有效、客观的评价。     

供应链管理在企业运营中的应用研究

本文以供应链管理为研究重点,以A企业为研究对象,建立了相应的有效性供应链系统.为了提高供应链上各环节的响应速度,A企业针对链上各个环节的特点,设立了供应链流程的推/拉边界;运用集成化供应链管理的思想,实现集成化供应链的动态联盟,优化了链上各成员间的协同运作管理模式,实现了合作伙伴企业之间的信息共享,促进了企业的快速响应.本文的应用研究,在供应链管理应用于企业实践方面做出了探索,为企业实施供应链管理提供了理论的依据与实践的案例.     

中国企业实施供应链管理的战略思考

本文认为,要从战略高度来认识供应链管理.建立供应链体系,优化供应链管理,不论从国家层面还是企业层面来讲,都应当作为一个战略问题来认识和运作.中国企业实施供应链管理必须注意七个方面,即理念的转换;把客户需求放在第一位,建立供应链拉式系统;流程再造;建立供应链成员企业间的信任度;既要当好主角,也要甘当配角;既要有战略目标定位,也要有战术定位;广泛应用信息网络技术等.此外,还要学习和借鉴各国各企业的成功经验,并关注供应链管理理论的新发展.     

我国上市公司绩效评价体系的探讨

为加强对国有企业的管理与控制,我国实施了企业绩效评价体系,这是我国企业绩效考核渊源,但多只从一定的角度进行评价,存在很多问题。效评价体系基本上处于财务性绩效评价和局部综合的阶段。根据国外企业综合评价的发展趋势,我国企业综合评价的重点应当是战略性绩效评价和内部评价。战略性绩效评价有助于企业的战略规划,有助于政府制订产业政策和促进规制性企业综合评价体系的建立。内部评价有助于企业选择和优化业务流程,通过评价反馈产生学习效应来提高企业的效率,促使组织成员实现企业战略目标。     

纺织企业供应链的构建

本文根据我国纺织企业供应链管理的现状和要求,建立了纺织供应链的基础工作体系,设计构建了纺织供应链的结构模型,建立了纺织供应链信息技术系统、组织结构体系、合作体系和绩效评价指标体系,从而完成纺织供应链的构建。     

激活传统供应链的七种思路

传统的供应链已经很难应对当前经济动荡对企业经营的冲击,而一旦建立起活力十足且协同良好的供应链系统,企业就可以充分利用环境并将其转化为优势。要实现这一目标,企业应该从七个方面着手改善供应链管理。     

供应链中信息共享绩效评价指标研究

信息共享在供应链管理中起着至关重要的作用,促进供应链中的信息共享已经有很多学者在研究,但如何对供应链中信息共享的绩效进行评价还没有过多介绍,针对这个问题,从供应链管理的角度分析了信息共享绩效评价指标构建的思路,并建立了相应的评价体系。     

基于多Agent的协同供应链模型

供应链通过获取原材料,转换成最终产品,交付最终用户等一系列过程将供应商、制造商、仓储、分销中心以及零售商等形成一个巨大的网络体系。当前,随着企业经营模式的变化,协同与伙伴管理成为供应链变革的推动力量。而协同供应链能够对市场变化和用户需求形成快速响应。将Agent理论应用于协同供应链管理,分析协同供应链的主要特征,并提出基于多Agent的协同供应链模型。     

基于协同式供应链的中小企业供应链协同研究

在企业供应链协同的有关研究基础上,以交易成本理论的视角引入了对协同式供应链的分析;并以中小企业为对象,对基于协同式供应链的中小企业从其供应链协同的优势、相关复杂性以及协同的路径等方面进行了分析,以帮助中小企业在新的竞争环境下恰当选择其供应链协同策略。     

Process chain: A new paradigm of collaborative commerce and synchronized supply chain

Despite much improvement in supply chain visibility and collaboration, even supply chain masters have not yet fully grasped the maximum performance potential in this era of the Internet. Now is the time for corporate America to rethink managing business and the supply chain. Future success in business competition relies on harnessing the power of process chain, a new paradigm toward achieving global optimization of a common performance goal for a total supply chain. It is imperative that corporate executives embrace this new vision of collaborative commerce and synchronized supply chain.     

供应商与制造商供应链协同度分析

目前,众多企业面对复杂多变的外部环境,试图通过供应链的协同运作,实现快速响应的市场目标。为此采用随机需求下两阶段供应链的协同程度的度量方法,建立两阶段供应链的博弈模型,导出供应链的最优收益的计算公式,并就三个常见的协同机制对其协同程度进行了分析,得出回购契约和收益共享契约是完全协同的供应链协同机制。实证研究指出,批发价契约不能实现供应链的完全协同。     

An integrated approach to managing extended supply chain networks

In an effort to improve their competitive position in a rapidly changing marketplace, many companies have replaced their traditional supply chains with extended supply chain networks built on a foundation of supply chain collaboration. These extended networks require the use of decision support tools and technologies to improve both operating efficiencies and customer service, but many companies have struggled to realize the expected benefits of these tools and the increased collaboration. This article recommends that companies adopt an integrated strategy of people, processes, and technology to achieve their competitive supply chain goals. Our recommendation is backed by the results of a survey we conducted of senior-level practitioners concerning the importance and challenges of supply chain collaboration. The article concludes with a set of managerial recommendations to improve a company’s collaborative efforts within its supply chain.     

Collaborative Planning in Multi-tier Supply Chains Supported by a Negotiation-Based Mechanism and Multi-agent System

Effective business process collaboration between companies operating in a supply chain can bring about important benefits, but several barriers need to be overcome. One important obstacle evidenced by professionals is related to the information and communication technologies used to support such collaboration. Although a supplier and a manufacturer may be willing to establish a closer relationship, a lack of easy-to-operate enterprise applications can thwart their collaborative ambitions. Specific technologies are required for each type of collaborative business process as generic applications do not lend themselves to addressing complex situations. Complexity lies in the need to consider common standards for information and decision exchanges, and for designing and implementing the right information and decision flow among supply chain members to support collaborative processes. This paper focuses on collaboration of demand, production and replenishment planning along a supply chain, and proposes a multi-tier, negotiation-based mechanism supported by a multi-agent system. The research hypothesis is that improvements in the service and profit level of supply chain members, and in the entire supply chain, can be achieved by implementing this form of collaboration. The proposed collaborative planning model was used to address a real automotive supply chain configuration for the purpose of testing its appropriateness and validating its performance.     

INFORMATION GAMING IN DEMAND COLLABORATION AND SUPPLY CHAIN PERFORMANCE

Demand collaboration has recently been promoted by industry leaders as an important tool for supply chain management. Its greatest significance beyond the sharing of point‐of‐sale and forecast information stems from its potential to allow supply chain partners to extract private market information from each other for more effective planning and better supply chain performance. A simulation framework based on actual business processes is developed to investigate the underlying drivers of demand collaboration and the inherent risks and benefits of such collaboration.     

基于供应链视域构建“双循环”新发展格局的理论框架及实践路径

构建以国内大循环为主体、国内国际“双循环”相互促进的新发展格局,是重塑我国国际合作和竞争新优势的战略抉择,是实现我国经济安全稳定和高质量发展的必由之路。文章立足供应链与“双循环”之间的逻辑关系,深度揭示供应链促进“双循环”的形成机理,即通过锻造供应链的韧性,提升供应链的柔性,促进国内大循环;通过增强供应链的安全性和自主可控能力,实现“双循环”的互促协调;通过提高供应链的可持续性,优化国内大循环的质量,疏通国际经济循环的堵点,进而助力“双循环”新发展格局的形成。在此基础上,基于供应链的新视角,通过供应链跨境协同将由需求侧、供给侧、供应链本身的结构优化与机制创新所形成的内循环与外循环有机结合,形成“你中有我、我中有你”的相互嵌套、互促协调的“双循环”新发展格局完整理论框架。最后,基于供应链视域提出助力“双循环”实现的具体路径。     

网络关系嵌入对高端装备制造业供应链协同能力和绩效的影响研究

文章以航空制造业供应链为代表,利用层次回归分析法,探究网络关系嵌入对高端装备制造业供应链协同能力和绩效的影响及其作用机理。研究的结果表明,网络关系嵌入对供应链协同能力各维度均有着显著的正向促进作用。同时,供应链协同能力中同步决策、产品交付及时可靠以及激励联盟均可以显著提升供应链的运作绩效;虽然激励联盟和供应链的运作绩效对供应链的财务绩效有着直接显著的影响,但是同步决策和产品交付及时可靠则需要通过改善供应链运作绩效间接实现对供应链财务绩效的影响。     

Improvement of Operational Performance of Internationalized Companies through Collaboration in Distribution Networks

Abstract

The purpose of this paper is to provide theoretical insights on the impact of supply chain collaboration on the operational performance of firms and collaborative advantage as an intermediate variable in the context of the supply networks of internationalized firms. The research is based on a case study of a distribution network constituting Russian and international firms. The obtained results indicate that supply chain collaboration improves operational performance of internationalized firms and firms in domestic market. Moreover, the study advocates that collaboration in distribution networks can be considered as driving factor for international firms to enter the emerging markets through supply networks.