关于供应链企业资金管理风险的探讨

企业资金管理是企业财务管理的重要组成部分,由于在供应链上存在一定的信息弊端与资金管理等风险问题,致使我们需要进一步的针对于供应链企业资金管理风险进行分析。从供应链的角度出发,将企业资金管理、运营等方面的影响因素进行分析,根据影响因素提出改革与完善的相关建议。以此,帮助我国的供应链企业资金管理提高安全性。     

关于供应链企业资金管理风险的探讨

企业资金管理是企业财务管理的重要组成部分,由于在供应链上存在一定的信息弊端与资金管理等风险问题,致使我们需要进一步的针对于供应链企业资金管理风险进行分析.从供应链的角度出发,将企业资金管理、运营等方面的影响因素进行分析,根据影响因素提出改革与完善的相关建议.以此,帮助我国的供应链企业资金管理提高安全性.     

如何应对供应链风险?

2000年3月,飞利浦半导体工厂的一场大火导致用来制造手机芯片的一些生产部件受到损坏.飞利浦半导体工厂的两大客户:爱立信和诺基亚应对这起事件采取的方式截然不同.爱立信决定听其自然,任由飞利浦延迟供货;而诺基亚的供应链管理人员密切关注势态,而且制定了应急方案.等到飞利浦发现这场大火已经影响了一大片区域,因     

供应链融资业务风险防控探析

自2005年深圳发展银行（现更名为平安银行）将＂1＋N＂供应链融资模式引入中国以来,各类供应链融资产品如雨后春笋般出现在金融市场的竞争之中,但在业务创新的同时,也应冷静分析供应链融资业务背后存在的风险。本文在总结农业银行常熟分行供应链融资业务试点的基础上,分析风险管理中存在的不足,提出针对性的意见建议。     

驾驭供应链融资风险

诊断风险要诀 信用风险 从单个企业来看,由于供应链融资服务的主体主要是围绕核心企业的中小企业,因此,单个企业的信用风险就是中小企业的信用风险。以传统的授信管理角度评估,中小企业违约风险较高,风险补偿手段少,信用风险较大。     

驾驭供应链融资风险

诊断风险要诀 信用风险 从单个企业来看,由于供应链融资服务的主体主要是围绕核心企业的中小企业,因此,单个企业的信用风险就是中小企业的信用风险。以传统的授信管理角度评估,中小企业违约风险较高,风险补偿手段少,信用风险较大。     

加强供应链中的供应商管理

随着合作竞争时代的到来,市场竞争已经不再是单个企业之间的较量,而是整个供应链之间的竞争,合作竞争已成为企业的生命纽带。企业与供应商双赢已成为共识,因为企业间的竞争越来越取决于供应商成本和效率的竞争。供应链的整合能为企业减少库存、节约成本,能够更快捷地反映客户和市场的需求,那么加强供应链中的供应商管理就成为关键。     

供应链金融的风险门

目前,供应链金融业务已日渐成为企业产业链竞争成功的关键因素之一,但此项业务运作过程中可能产生的风险不容忽视。     

掌控供应链管理三大关键词——中国供应链管理调查报告

在国内经济增速趋缓、外围经济形势不明朗及发达国家发起再工业化战略行动的三重情势下,平安银行联合各机构通过调查总结出中国供应链管理的三大关键词,并对未来的发展提出了建议。为调查和掌握中国主要制造与流通行业供应链管理状况和面临的挑战,同时促进中国供应链管理的认识深化与行动加速,平安银行联合一批长期致力于供应链及相关领域研究、实践或理念传     

县支行信贷业务风险与化解

如何防范县支行信贷风险 ?笔者从内部运作角度谈谈县支行信贷风险的防范化解。一、风险的表现及成因县支行信贷风险具体表现为 :资金超负荷运作严重 ,周转速度慢 ;信贷资产质量低下 ,不良资产占比大 ;贷款有效抵押率低 ,潜在风险高 ;客户结构单一 ,信贷业务单一 ,风险集中。从产生风险的内部因素来看 ,主要有以下八个方面 :(一 )经营理念落后 ,贷款决策不科学。粗放式的经营不顾效益高低 ;贷款发放风险防范意识差 ,贷款抵押有效率低。(二 )营销手段落后 ,信贷业务品种单一 ,不适应市场经济条件下多层次的社会需求 ,造成贷款结构的单一化 ,收…     

An integrated approach to supply chain risk analysis

Despite the increasing attention that supply chain risk management is receiving by both researchers and practitioners, companies still lack a risk culture. Moreover, risk management approaches are either too general or require pieces of information not regularly recorded by organisations. This work develops a risk identification and analysis methodology that integrates widely adopted supply chain and risk management tools. In particular, process analysis is performed by means of the standard framework provided by the Supply Chain Operations Reference Model, the risk identification and analysis tasks are accomplished by applying the Risk Breakdown Structure and the Risk Breakdown Matrix, and the effects of risk occurrence on activities are assessed by indicators that are already measured by companies in order to monitor their performances. In such a way, the framework contributes to increase companies’ awareness and communication about risk, which are essential components of the management of modern supply chains. A base case has been developed by applying the proposed approach to a hypothetical manufacturing supply chain. An in-depth validation will be carried out to improve the methodology and further demonstrate its benefits and limitations. Future research will extend the framework to include the understanding of the multiple effects of risky events on different processes.     

8 ways to build collaborative teams

Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What's a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture", (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.     

Beyond the contract: Managing risk in supply chain relations

As a consequence of the development of intensified relations with suppliers, for many firms the supply chain has become a significant source of risk exposure. In this paper we examine firms’ use of control practices to manage risks associated with intensified collaboration with supply chain partners. Specifically, we examine how buyers manage risks associated with interfirm transactions through their choice of supply partner, in terms of perceived goodwill and competence trust, and their use of multiple interrelated supply chain management (SCM) control practices. These control practices include contractual contingency planning, performance target setting, operational reviews, information sharing, supplier support and joint problem solving. We collect survey data from Japanese manufacturing firms about their relations with part suppliers to test hypotheses about the associations between transaction risks, selection of trusted suppliers and use of SCM practices. Our results support that transaction characteristics that are at the basis of transaction risks significantly affect the selection of trusted partners to collaborate with as well as their use of various control practices to manage relationships. We also find that in particular competence trust facilitates the use of control practices to support effective SCM.     

The triple-A supply chain

Building a strong supply chain is essential for business success. But when it comes to improving their supply chains, few companies take the right approach. Many businesses work to make their chains faster or more cost-effective, assuming that those steps are the keys to competitive advantage. To the contrary: Supply chains that focus on speed and costs tend to deteriorate over time. The author has spent 15 years studying more than 60 companies to gain insight into this and other supply chain dilemmas. His conclusion: Only companies that build supply chains that are agile, adaptable, and aligned get ahead of their rivals. All three components are essential; without any one of them, supply chains break down. Great companies create supply chains that respond to abrupt changes in markets. Agility is critical because in most industries, both demand and supply fluctuate rapidly and widely. Supply chains typically cope by playing speed against costs, but agile ones respond both quickly and cost-efficiently. Great companies also adapt their supply networks when markets or strategies change. The best supply chains allow managers to identify structural shifts early by recording the latest data, filtering out noise, and tracking key patterns. Finally, great companies align the interests of the partners in their supply chains with their own. That's important because every firm is concerned solely with its own interests. If its goals are out of alignment with those of other partners in the supply chain, performance will suffer. When companies hear about the triple-A supply chain, they assume that building one will require increased technology and investment. But most firms already have the infrastructure in place to create one. A fresh attitude alone can go a long way toward making it happen.     

Leading a supply chain turnaround

Just five years ago, salespeople at Whirlpool were in the habit of referring to their supply chain organization as the "sales disablers." Now the company excels at getting products to the right place at the right time--while managing to keep inventories low. How did that happen? In this first-person account, Reuben Slone, Whirlpool's vice president of Global Supply Chain, describes how he and his colleagues devised the right supply chain strategy, sold it internally, and implemented it. Slone insisted that the right focal point for the strategy was the satisfaction of consumers at the end of the supply chain. Most supply chain initiatives do the opposite: They start with the realities of a company's manufacturing base and proceed from there. Through a series of interviews with trade customers large and small, his team identified 27 different capabilities that drove industry perceptions of Whirlpool's performance. Knowing it was infeasible to aim for world-class performance across all of them, Slone weighed the costs of excelling at each and found the combination of initiatives that would provide overall competitive advantage. A highly disciplined project management office and broad training in project management were key to keeping work on budget and on benefit. Slone set an intense pace--three "releases" of new capabilities every month--that the group maintains to this day. Lest this seem like a technology story, however, Slone insists it is just as much a "talent renaissance." People are proud today to be part of Whirlpool's supply chain organization, and its new generation of talent will give the company a competitive advantage for years to come.     

“链”上共赢融资

如何激活整条铁链上的资金活力,从而发挥供应链融资多方共赢的效果,取决于供应链上各方的统筹协作。早在几年之前,供应链金融就被一致判定为最有潜力的银行业务。而在之后席卷全球的金融危机中,供应链金融在西方银行业信贷紧缩的大背景下依旧一枝独秀的高增长态势恰恰印证了这一预判。在国内供应链融资也以其共赢之道赢得了链上各方的青睐:银行认为供应链     

A firefly algorithm modified support vector machine for the credit risk assessment of supply chain finance

PurposeNowadays, Supply Chain Finance (SCF) has been developing rapidly since the emergence of credit risk. Therefore, this paper used SVM optimized by the firefly algorithm, which is called firefly algorithm support vector machine (FA-SVM), and applied it to SCF evaluation with a different indicator selection.Design/methodology/approachIn this paper, we used FA-SVM to assess the credit risk of supply chain finance with extracted index through correlation and appraisal analysis, and finally determined 3 first-level indicators and 15 third-level indicators. Through the application analysis, 39 SMEs (117 sample data) were selected from the Computer and Electronic Communications Manufacturing Industry as the characteristics for the input variables, to verify the improvement effect of the method relative to the LIBSVM and the classification pretest effect in the credit risk assessment of the SCF.FindingsThe results showed that FA-SVM could improve the accuracy of classification prediction compared with LIBSVM, and decrease the error rate of falseness recognize credible enterprise to untrusted enterprise.Originality/valueThis paper appliedthe firefly support vector machine in the supply chain financial evaluation for the first time. The output variable was described in a more detailed manner during the index define, and the random selection set in the process of FA-SVM data training.     

降低并购风险需建立全面风险管理框架

安永咨询有限公司企业风险管理服务部合伙人曹驯就海外并购的现状和亏损原因进行了详细的阐释,并提出通过建立全面的风险管理框架来降低海外并购风险。他说