The impact of adopting customization policy and sustainability for improving consumer service in a dual-channel retailing

In recent decades sustainability and dual-route retailing have been adopted by many big industries. Companies are now bound to maintain such strategies that fulfill the sustainable goals developed by the United Nations. Industries face a huge penalty if carbon emissions exceed a certain boundary. Moreover, factories should maintain sufficient flow in retail chains and product quality. This paper demonstrates 3-pillar sustainability in dual channel retailing, empowering firms to integrate the financial-economic pillar with the non-financial (environmental, social, and ethical) pillar. The core product is made available through the traditional channel and customized products are through online channels. The model is enabling the customers with customization provisions where they can influence the products. Thus, as a novel approach, the article incorporates a presumed threshold limit on the product's (standard and customized) selling price difference. Due to customization, a new product is developed which needs extensive quality checks. The study introduces an investment in checking the quality of the customized product which reduces the probability of customization defects exponentially. Additionally, current research adapts the carbon emission cost, penalties charged to a firm for overshooting the limit, and social costs in a smart supply chain. It also exemplifies that production is directly proportional to financial investments in meeting sustainability objectives. The numerical analysis reflects that as production increases, penalty costs decrease at a significant rate but after reaching optimal production penalty cost again starts to increase. It is observed that the downfall of penalty is 20% more for the single-channel than dual. Adaptation of the customization policy makes the retailing strategy more cost-effective. The model exemplifies that it is more economical to adopt dual-channel retailing compared to single-channel as there is approximately a 14.0625% reduction in total cost in dual-channel retailing. Moreover, an 80% improved quality is observed with a financial investment, which improves consumer satisfaction.     

基于AHP-TOPSIS模型的京津冀家政服务人力资源供给质量评价研究

依托已有的研究成果构建了家政服务人力资源供给质量评价指标体系,利用AHP-TOPSIS模型对京津冀家政服务人力资源供给质量进行了评价和排名,并使用障碍度模型分析了员工制、准员工制、培训学校、中介制四种类型家政机构人力资源供给质量的关键制约因素,在此基础上,给出了不同类型家政机构人力资源供给质量改善的针对性建议,为家政服务人力资源供给质量的改善提供参考依据。     

深化学科认知与构建中国特色社会主义政治经济学理论体系

对学科的认知包括认识学科内涵、学科性质与任务、学科发展进路等核心问题,关系到如何构建学科体系,是学科建设的重要内容。从深化学科认知的视角,中国特色社会主义政治经济学的学科发展与理论体系构建,要坚持几个重大原则,包括把中国特色社会主义政治经济学建立在历史唯物主义的基础之上;要以生产关系分析为核心来构建中国特色社会主义政治经济学的理论范式;坚持以人民为中心是中国特色社会主义政治经济学的本质属性;把共同富裕作为中国特色社会主义政治经济学的逻辑主线;以问题为导向研究新时代中国特色社会主义建设的重大理论与实践问题;《中国特色社会主义政治经济学》教材要体现学科的创新发展。     

水利建设市场主体信用评价指标体系改进——以施工单位为例

针对现行水利建设市场主体信用评价指标体系,以施工单位为例,在比较分析已有信用评价结果的基础上,采用问卷调查统计方法,得到市场主体对现有评价指标的认同度,并分析不同指标认同度差异的原因,进而提出删除门户网站及平台信息、固定资产占总资产比例及施工年产值等认同度低的指标,提高管理层素质、人员素质及管理制度等认同度高的指标的权重。     

关于企业成本管理的探讨

成本管理是预算管理和绩效管理的前提,企业需要正确地将成本进行分类、计量和归集。恰当的成本管理制度可以帮助企业提升运营效率和业务绩效,同时企业的流程改善、突破和优化与成本管理密不可分。另外,管理者需要令客户对产品和服务满意,并且有效控制各项成本。企业成本管理不是单纯地降低成本,而是通过利用成本分析工具,有效地管理和规划资源,进而提高总体运营效率,保证企业总体绩效的持续改善。论文通过成本计算制度的制定方法和业务流程改善分析技术两方面对成本管控进行探讨。     

Blockchain in Additive Manufacturing and its Impact on Supply Chains

Additive manufacturing (AM) appears to be a particularly attractive use case for blockchain. This research combines inductive in‐depth interviews with the Delphi method to explore what potentials blockchain technology in AM creates, which adoption barriers firms need to overcome, and how supply chains will be affected by the integration of these two potentially disruptive technologies. The results suggest opportunities that are related to intellectual property (IP) rights management, the monitoring of printed parts throughout their lifecycle, process improvements, and data security. The most important barriers for blockchain adoption in AM are an absence of blockchain‐skilled specialists on the labor market, missing governance mechanisms, and a lack of firm‐internal technical expertise. By addressing important limitations of AM, blockchain is expected to improve the competitiveness of AM in parts’ production, catalyzing the trend toward more decentralized manufacturing resulting in more agile, resilient, and flexible supply chains and reduced logistics costs. Beyond that, blockchain‐based AM platforms are expected to enhance supply chain visibility, drive supply chain digitalization, support supply chain finance, and contribute to the emergence of shared factory systems.     

基于均方差法的郑州市土地综合承载力评价

［目的］开展土地综合承载力评价是科学编制国土空间发展战略的基础。通过构建包含水土资源承载力、经济承载力和生态承载力3个维度土地综合承载力评价指标体系，定量刻画郑州市城市土地综合承载力的特征与轨迹。［方法］运用均方差法，选取2010—2016年郑州市城市土地综合承载力评价指标，分析其土地综合承载力特征。［结果］（1）总体上，郑州市城市土地综合承载力不断增强，水土资源承载力呈现先升—降—升的动态演变特征； 经济承载力持续增长，这源于郑州市土地经济效益的大幅提升； 生态承载力呈现波动性增强的演变特征。（2）郑州市城市土地综合承载力经历了较低—中等—较高发展历程，但土地综合承载力处于低层次的较高阶段，仍有较大提升空间。（3）为提高郑州市城市土地综合承载力，应加快“多规合一”规划的编制，科学划定城市增长边界和“三生”空间，转变城市发展理念，优化发展发展路径，提升城市土地综合承载力水平。［结论］郑州市城市土地综合承载力仍有较大提升空间，应加快建立土地综合承载力扩容的有效机制。     

油气企业供应商管理存在的问题与建议——以CS公司为例

伴随着供应链管理的应用与发展,越来越多的企业认识到必须充分利用内外资源保持自身的竞争实力。作为重要的外部资源,供应商管理关系到企业成本与收益的平衡,而要做好供应端的成本管理首先要做好供应商的选择和优化。针对CS公司的供应商管理现状及存在的问题,探索适应企业的可操作性强的对策,以期为我国大型油气企业的供应商管理实践提供一定的参考。     

Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces

This paper constructs alternative balanced scorecards based on high‐performance work system (HPWS) and employment relations system (ERS) models. The models are depicted and compared in diagrams and used as framework skeletons for building separate HPWS and ERS scorecards, intended to provide a detailed data picture of the operational health and performance of an organization's employment/HR system and its operations, processes, and inputs/outputs. The scorecards are filled in with nationally representative data from 2,000+ U.S. workplaces using more than 50 employment/HR indicators, as reported by separate panels of managers and employees. The indicators for each workplace are aggregated into an overall HR/employment system score, ranked from low‐to‐high, and graphed as frequency distributions. These distributions provide a unique snapshot picture of the mean and dispersion of the state of employment relations and HR system performance for companies across the United State. They also reveal that “models matter” since the HPWS and ERS scorecards provide distinctly different evaluation assessments.