物流服务实施中利益冲突的产生与解决

在经济全球化的复杂背景下，以业务范围和地域扩大化为主要特征的现代物流服务出现了新的问题，使得在服务商之间以及客户和服务商之间存在利益冲突。经分析。基于服务控制的敏捷物流系统通过柔性化手段能有效解决此问题，而第四方物流引入能在提供整合供应链方案的基础上使服务系统的效率更进一步得到提高。     

供应链整合和管理者研究

市场变化日益加快,企业之间的竞争正日趋演变为供应链与供应链之间的角逐,供应链整合成为趋势。整合供应链不仅是可持续利润的来源,也是对我国现行供应链管理的挑战。文章从供应链的定义入手,分析了供应链管理的瓶颈、终板目标．从理论上阐述了进行供应链整合的必要性和必然性,以模型分析说明了供应链整合创造巨大价值,在此基础上提出了做一个优秀的供应链管理者新的理念。     

拉式供应链系统可靠性分析与改善

首先对供应链的可靠性重要性进行了分析,对供应可靠度和供应链可靠度的进行了定义,然后从可靠性方面提出对供应链系统进行分析改善的途径,最后对零库存拉式供应链系统进行了可靠性分析与改善。     

解读第四方物流

在当今的供应链环境中，随着市场竞争的加剧，企业对降低物流成本的追求，导致物流提供商有必要从更高的角度来看待物流服务，把提供物流服务从具体的运输管理协调和供应链管理，上升到对整个物流供应链的整合优化和供应链方案的再造设计。     

敏捷供应链下的汽车物流研究

汽车制造内外部供应链复杂，不仅需要企业自身理顺研发与管理，还需要零部件制造商和整车生产商、愿材料供应商、物流提供商、销售商之间进行高度的协同。因此．汽车企业在企业内部需要加强供应链管理．并解决上下群企业同的协同问题。实施敏捷供应链管理和应用电子商务解决供应链管理中的问题。     

一体化供应链的实践者

飞力达以货物流为切入点，深入挖掘客户价值主张，整合各种产品与各项资源，由被动转为主动，实现企业向专注于IT产业一体化供应链管理服务商转型。     

中小企业供应链管理模式研究

供应链管理能够使供应链上所有节点企业形成一种开放式、利益一致、信息共享和共赢的企业之间的关系。建立协同电子商务模式，是推行科学的供应链管理方法的前提。为此企业必须对供应链进行整合：供应链信息整合、成员企业合作协调、外包战略。供应链管理逐步成为新的经济效益增长点，成为中小企业提升竞争优势的主要工具。     

第四方物流价值分析

第四方物流是二十一世纪的新兴产业,是现代物流的一种新组织形式,在企业管理、社会经济生活中的地位和作用已日益显现。本文在探讨第四方物流有效整合最优秀的第三方物流服务商、管理咨询服务商、信息技术服务商和电子商务服务商为客户提供整套供应链解决方案的能力的同时,主要对第四方物流的发展、创造价值优势与企业的价值实现进行了分析与研究。     

汽车工业供应链的整合对策研究

针对汽车供应链存在的不足,在满足整条供应链效率最高、各个环节平滑无缝连接的前提下,提出供应链整合问题的解决方案,采取整合核心竞争优势的各要素,优选运营模式,巩固、提高核心企业在整车设计方面的核心竞争能力;标准化管理、协调零部件供应商、零部件供应商的供应商、销售企业、分销商、代理商、售后服务商;规范物流企业在整个供应链上按现代物流理念运作,实现供应链效率最佳。     

推-拉结合式混合供应链模式研究

探讨和比较了推动式和拉动式这两种供应链模式，强调这两种模式各自的优点和局限性。分析了戴尔公司的供应链就是典型的推-拉结合式混合供应链模式。这种混合供应链结合了推动和拉动的优点。避免了各自的缺点，既能够快速的响应市场，降低库存，又可以实现规模经济，降低操作的难度。     

无资产型TPL提供者顾客服务政策制订研究

在阐述无资产型TPL提供者特征的基础上，通过构建物流服务信号传递分析模型，提出了逆向选择情况下无资产型TL提供者顾客服务政策的制订原则。     

Shareholder value implications of service failures in triads: The case of customer information security breaches

The rise in front-end service outsourcing in recent years, despite its advantages, has also exposed buyer firms to unique challenges. One of the most salient risks for buyer firms in service triads is service failure due to the service provider. Indeed such service failures may be more costly for firms due to the greater relational and operational costs that may arise from the presence of the third-party provider. Yet, neither the services literature nor extant operations literature on service triads has paid much attention to the financial consequences to the buyer firm – i.e., service risks – of such service failures in triads. To fill this gap, we investigate the financial penalty of service failures due to the service provider using the event study methodology and a sample of 146 customer information security breaches as our empirical context. Analysis of the abnormal returns reveals that service failures due to the front-end service provider lead to greater shareholder losses than such failures due to the buyer firm. This provides important new insight into the financial risks arising from outsourcing front-end services. Further, we investigate the ability of the buyer firm's employee and financial resources to temper these shareholder losses. We find that buyer firm employee productivity can moderate the greater financial penalty associated with such triadic service failures but that buyer firm leverage tends to not have such a mitigating effect. This provides new guidance for theory and practice regarding how buyer firms can position themselves to buffer the financial risks arising from service failures due to front-end service providers.     

冷链物流设施投入博弈分析

研究了非合作条件(包括第三方物流服务商主导、双方对等)与合作条件下供应商与物流服务商设施投入的博弈问题。研究表明,纳什均衡时,第三方物流服务商不会分摊供应商的设施投入;物流服务商主导条件下,第三方物流服务商的利润比纳什均衡时大,而供应商在何种博弈时的利润更大则取决于具体的参数。供应商在合作博弈时的最优设施投入水平最高,而第三方物流服务商在何种博弈中的最优设施投入水平最高则取决于具体的参数。     

Recruitment Process Outsourcing and Applicant Reactions: When Does Image Make a Difference?

Many organizations transfer parts of their recruitment process to external service providers—often referred to as recruitment process outsourcing (RPO)—to save costs and enhance the quality of their recruitment procedures. However, contrary to the expectations regarding RPO, Wehner, Giardini, and Kabst (2012) found that RPO might cause negative reactions to recruitment procedures among graduates. We extend that study by incorporating a brand equity perspective in examining whether employer image and service provider image counterbalance negative reactions among graduates. Utilizing a scenario‐based, between‐subject design, we obtain results that show that the extent of RPO negatively influences applicant reactions regardless of the employer's or service provider's image. Furthermore, we find negative mediating effects of RPO on job acceptance intention. However, the perceived fit between employer image and service provider image positively influences applicant reactions. Moreover, employer image positively influences employer attractiveness and service provider image positively influences applicants’ satisfaction with the recruitment process. Thus, a strong employer image and service provider image partially compensate for the negative effects of RPO on applicant reactions. © 2014 Wiley Periodicals, Inc.     

关于供应链需求管理问题的讨论

供应链企业只有在彻底认清需求实质的基础上,才能通过对供应链中需求流实施主动有效需求管理,提升供应链服务水平和降低供应链库存成本,最终实现供应链企业的共荣共存。     

戴尔直销模式成功的背后-供应链的敏捷

系统分析了戴尔公司供应链的运作情况,从信息和实物两个角度详细阐述了戴尔公司供应链的优越和高效。对戴尔公司采购、生产、销售和服务进行了完整的阐述。揭示了戴尔公司供应链系统的敏捷。     

Multi-layer quality function deployment (QFD) approach for improving the compromised quality satisfaction under the agency problem: A 3D QFD design for the asset selection problem in the shipping industry

The aim of this paper is to improve the quality function deployment (QFD) method by utilizing requirements of both the major customer and the service provider. The QFD method was first applied to the shipbuilding industry and the main goal of the method is to improve the production processes by using customer requirements in connection with the related technical measures of the product. However, one of the critical criticisms of the QFD is based on the lack of proper budget assessment and the satisfaction of the producer (or service provider). The multi-layer QFD design is proposed to collect responses from both customer and the service provider so as to ensure satisfaction of all parties including financial feasibility of the intended improvements. Hence, the agency problem between parties will be eliminated.     

基于价格折扣的无资产型TPL提供者供应商选择模型

无资产型TPL提供者的出现．在为供应链主导企业实施集成供应链管理提供必备的物流技术支撑条件的同时,其自身也面临供应商管理问题。文章在阐述无资产型TPL提供者特征的基础上．建立了基于价格折扣的无资产型TPL提供者供应商选择与采购量分配模型。     

冷链物流外包中的质量博弈分析

通过构建并分析冷链物流外包中制造商与第三方物流提供商质量投入的几个博弈模型,得出尽管合作博弈均衡下的渠道总收益最大,但是第三方物流提供商更愿意采取主从博弈结构。     

Signaling by an informed service provider

We study a service provider, who, at the time of offering a contract, is better informed than the potential client. A service provider that is hired to increase the client's chance of a gain, an “enhancer,” may be better informed of whether the client has a big or small opportunity. A service provider that is hired to reduce the client's chance of a loss, a “problem solver,” may be better informed of whether the client has a big or small problem. We show that an enhancer predominantly offers a contingent contract, while a problem solver predominantly offers a flat fee due to their signaling incentives. This explains the differences in real‐world contracts and also provides a novel explanation for the existence of low‐powered incentive contracts. We evaluate the policy intervention that limits the contingent part of the service providers' contracts.