整合产前产后各环节 开拓汽车物流新天地——安吉天地汽车物流有限公司

安吉天地汽车物流有限公司是由上海汽车工业销售有限公司（SAISC）和国际著名跨国集团TPG集团下属的荷兰天地物流控股有限公司（TNT Logistics Holdings B．V．）各出资50％组成的汽车物流合资企业，致力于为汽车行业客户提供涵盖整个供应链的一体化物流服务，包括从国内与国外的零部件集货，到人厂运输、厂内配送、商品车库存及发运、售后零部件仓储运输等全方位的服务，在具备强大物流能力的同时，能够满足大多数汽车企业的需求。     

海通走管理型第三方物流服务之路

上海海通国际汽车物流有限公司是由上海汽车工业销售总公司、上海国际港务（集团）有限公司共同出资组建的合资公司,专业从事国际汽车及零部件物流、国际货运代理、国际保税仓储、汽车和零部件增值等服务。     

海通开创汽车物流新模式浅析

上海海通国际汽车物流有限公司是由上海汽车工业销售总公司．上海国际港务（集团）有限公司共同出资组建的合资公司，专业从事国际汽车及零部件物流，国际货运代理、国际保税仓储、汽车和零部件增值等服务。     

老企业 新贡献

上海汽车制动器有限公司隶属于上海联谊汽车拖拉机工贸有限公司,成立于1949年,主要生产真空助力器、制动拉索等汽车零部件,是行业中历史比较悠久的一家老企业,曾经为上海汽车工业的发展做出过很大贡献,在上汽集团"小有名气"。日前,上海经团联常务副会长陈祥麟、上海企联副会长兼秘书长陈忠德等走访了上海汽车制动器有限公司。公司总经理邱学军介绍了公司近三年的发展情况以及未来三年的发展战略与规划。近三年来,上海制动器有限公司上下一心,拼力发展,进一步加强与兄     

建立健全劳动关系协调机制促进劳资合作双赢

上海英提尔交运汽车零部件有限公司原名为上海龙马神汽车座椅有限公司,系上海交运股份有限公司和加拿大英提尔公司共同投资50%股份组建而成的汽车零部件制造企业,现有职工654人。公司成立11年来,坚持从实际出发,积极探索建立合资企业协调劳动关系的有效机制,从而较好地维护了职工的合法权益,有序地推动了企业的健康发展。     

追求卓越为制造企业提供优质服务

上海东昌西泰克现代物流管理有限公司是上海东昌企业集团有限公司和西泰克公司等多家中外企业共同出资组建的一家合资企业。 上海东昌企业集团有限公司是一家位列上海100强前50位的大型综合型企业集团。主营业务包括为大型企业提供现代生产性服务、汽车零配件制造、汽车销售服务、经营国内外贸易、房地产开发。东昌集团致力于为汽车产业的发展提供服务支持。     

上海纳铁福传动轴有限公司 建成国际环的传动轴卓越企业

上海纳铁福传动轴有限公司是我国率先成立的汽车零部件领域的中外合资企业,专业生产汽车等速节传动轴、十字万向节传动轴及十字万向节总成等产品,以汽车传动轴的应用开发、生产制造、技术支持为一体的业务模式向客户提供优质的产品和服务,一直在同行中位于前列。     

以供应链优化为目标打造智能型物流企业

安吉天地汽车物流有限公司是2002年6月由上海汽车工业销售有限公司（SAISC）和荷兰天地物流控股有限公司（TNT Logistics Holdings B．V.）各出资50％组成的汽车物流合资企业，主要从事汽车、零部件、售后物流以及相关物流策划、咨询、管理、培训等服务，是一家专业化运作，能为客户提供一体化、技术化、网络化、可靠的、独特解决方案的第三方物流供应商。     

六西格玛项目的选择与确定——金亭公司实施六西格玛之路

上海金亭汽车线束有限公司由上海东昌投资有限公司与古河金山电装(香港)有限公司于1997年共同投资组建,是一家专业设计和制造中高档轿车线束的中外合资企业.金亭完善的质量保证体系和先进的企业管理理念,使公司能够同时为世界三大著名汽车系统提供优质的配套产品和服务.     

做好备件物流需要合作共赢——访一汽物流有限公司总经理助理孙士生

一汽物流公司(原长春陆捷物流有限公司)是由一汽运输有限公司和一汽实业储运有限公司两家专业物流企业整合组建的第三方物流企业,拥有公、铁、水专业运输及多式联运的物流能力,可为用户提供商品车仓储、运输;汽车零部件收、储、发、包装、运输;流通加工等一体化物流服务。在备件物流方     

Options as a Marketing Tool: Pricing a Promotional Scheme for a Product with a Secondary Market

Adding options to durable products allows new opportunities for manufacturers and retailers in markets with a secondary market to create better segmentation schemes, provide creative means to differentiate their products and services, and increase the value they offer consumers. This raises the need for sellers to properly price such options. This work presents a few examples of incentive programs for the car industry, develops models and calculates their cost to the seller, demonstrating the applicability of the proposed methodology. Our numerical results indicate that such options are surprisingly inexpensive for car manufacturers and dealers. Copyright © 2015 John Wiley & Sons, Ltd.     

营销团队建设“三步曲”

“铁打的保险公司，流水的保险代理人”，保险公司各级主管在这边马不停蹄不遗余力地增员，报纸、网站上的代理人招聘广告铺天盖地满天飞扬，不停地面试，然后不停地办理入职手续。业务员却在那边不间断地流失和“阵亡”，好不容易搭建起来的营销团队，一不留神就没有了，主管们又重新变成“光杆司令”了，只好孤军奋战，还有那些“没走”的，也就是处于名存实亡状态的“睡眠代理人”。新面孔不断出现，“不老的面孔”不断地消失，人员的频繁进出构成保险公司营销部门一道独特的行业风景线。请看——[编者按]     

Advertising a product to face a competitor entry: a differential game approach

We analyze a market in which advertising is the dominant marketing tool to create market share. We assume that an incumbent firm dominates the market during an initial stage, and that a new competitor is going to enter the market. In particular, we analyze the different advertising policies that the incumbent firm can adopt, before and after the entry of the rival. We explore three possible behaviours. In the first scenario the firm knows that the competitor will arrive at a given instant. In the second one we assume the original firm to be surprised, in the sense that it does not anticipate the entry of the opponent either because it does not expect the competitor to arrive, or it is not prepared to react before the entry takes place. Finally, in the third scenario, the original firm knows that the competitor will enter at a constant rate. We characterize a differential game model and compare the firms’ behaviours in a strategic perspective.     

Reevaluating waste as a resource under a circular economy approach from a system perspective: Findings from a case study

The circular economy (CE), definable as a system focused on the reorganization of material, information, and energy flows to achieve greater resource efficiency through the reuse, remanufacturing, and recycling of materials, is a concept widely discussed by practitioners and scientists of many disciplines. Waste recycling is integral to the CE, but there are still few articles focused on waste, and only few studies shed light on CE implementation at the company level. This paper focuses on a particular type of waste, that is, absorbent hygiene products (AHPs), which represents a nonnegligible fraction of municipal solid waste, considered an increasingly serious global challenge. We conducted our analysis on FaterSMART, an Italian firm that developed a unique worldwide technology able to totally convert AHP raw material wastes into recyclable materials, under a CE approach. The case study findings are based upon semi-structured interviews, direct observations, and analysis of FaterSMART's archival documents and are analyzed according to a framework developed for the research and focused on the place of waste from a linear economy, in which waste is considered a burden to CE, in which waste is considered a resource. The latter case is what we found that happens at FaterSMART. FaterSMART's findings could contribute to open up new management scenarios and stimulate further research into how this and similar types of technology will help societies to change from the “use-it-once-and-throw-it away” mentality of linear business models to the sustainable CE model that fully conceptualize waste as a resource for the system.     

Between a rock and a hard place: managing diversity in a shareholder society

This study examines whether the appointment of racial/ethnic minorities into top management positions has a different impact on share price than the appointment of Caucasians into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of racial/ethnic minority and Caucasian men into senior management positions. Market reaction to the naming of racial/ethnic minorities into corporate leadership positions is significant and negative, while the market's reaction to the naming of Caucasians is significant and positive. However, the negative market reaction to the appointment of racial/ethnic minorities into top management positions is mitigated in those firms that have explicitly incorporated diversity into their strategic growth plan. Our findings suggest that to successfully introduce diversity into upper management, firm decision makers must first signal the importance of diversity to market actors.     

Simulation of a blood-inventory-bank system in a hospital

A blood-bank inventory system has been analysed viewing it as an inventory-hank system where the demand forecasting forms a part of the inventory model. A simulation model incorporating the “desired-beginning-inventory-level” policy has been used for the analysis of system-performance. Optimal inventory policy-guidelines have been suggested for a hospital blood-bank using blood shortage and blood out-dating as the two important components of the measure of effectiveness. Numerical results have been given.     

一个人和一本杂志的奇迹

曾经接近倒闭的台湾《商业周刊》在俞国定手中奇迹般地成为今天台湾业界发行量、广告额排名第一的杂志。他掌握了媒体成功的秘笈了吗?     

Congestion in a city with a central bottleneck

We consider dynamic congestion in an urban setting where trip origins are spatially distributed. All travelers must pass through a downtown bottleneck in order to reach their destination in the CBD. Each traveler chooses departure time to maximize general concave scheduling utility. We find that, at equilibrium, travelers sort according to their distance to the destination; the queue is always unimodal regardless of the spatial distribution of trip origins. We construct a welfare maximizing tolling regime, which eliminates congestion. All travelers located beyond a critical distance from the CBD gain from tolling, even when toll revenues are not redistributed, while nearby travelers lose. We discuss our results in the context of acceptability of tolling policies.     

Without a vision, a business may perish

The process described is not only viable for a company, but also can be used by any group that is gathered to perform any task. The process serves to explore strengths and weaknesses so the group can use one and shore up the other. It looks at the outside forces that may affect the work and allows the group to place its effort in the areas it can influence. By looking at what is or about to occur, the process may be able to create synergism or prevent disaster. A vision or direction statement that many if not all had some input into is easier to understand and support. Referral to these benchmarks or compass points makes the journey easier.