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.     

“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     

8招化解供应链风险

经济衰退和复苏都会给企业的供应链带来巨大的风险,这里,我们提供8条建议来协助企业更好地管理供应链(客户和供应商)。1可视化风险,做长远打算只有确切了解供应链中的薄弱环节所在,才能很好地控制它。     

Friends along supply chain and relationship-specific investments

Review of Quantitative Finance and Accounting - This study investigates whether the presence of school ties between supply chain partners encourages relationship-specific investments. Using Chinese...     

The cash-holding link within the supply chain

Review of Quantitative Finance and Accounting - Using a customer–supplier matched sample of US-listed firms from 1980 to 2016, we study the corporate cash-holding relationship between...     

The turnaround value of values

John Thorbeck is an executive with a ten-year career history of successes--and a sense of repeated failure. Just out of business school, he was marketing director at the Aspen Skiing Company for three years and helped to reverse thirteen seasons of decline. At the Timberland shoe company in the mid-1980s, he led a marketing strategy that tripled sales. At the Bass shoe company, where he was CEO from 1987 to 1990, he took the company from big losses to big profits. Now he is president, CEO, and part owner of a third shoe company--Geo. E. Keith--that is surely the oldest, perhaps the smallest, and arguably the finest shoemaker in the United States. But the high points of Thorbeck's résumé conceal a leadership education that led him only slowly to abandon confrontational management in favor of management by history, values, competence, and what he calls organizational coherence. In his first two marketing jobs, he fought wars with his opponents and won. Then at Bass, he tried to recapture the company's proud past. He revived company folklore and history, gave workers back their pride in workmanship, and used this rejuvenated company spirit to meet and win new markets. Yet he was trying to take Bass someplace its owners simply wouldn't let it go, and he left the company profitable but divided, the work force eager to go one way, owenership another. In each of his jobs, Thorbeck overlooked some vital part of the organizational community.(ABSTRACT TRUNCATED AT 250 WORDS)     

供应链管理模式在商业银行的应用

随着我国加入WTO，中国金融业在今后几年内将不断加大开放力度，银行业面临着越来越大的根本性变革。金融市场大环境的变化和监管机构为初露端倪的混业经营预留的政策空间使得各商业银行不得不面对日益错综复杂的关系。     

Macroeconomic risks of supply chain counterparties and corporate bond yield spreads

The domino phenomenon that corporate failures occur along supply chain during the recent financial tsunami shows the important effects of the systematic risk of a firm’s supply chain counterparties on its credit risk (or bond yield spreads). It motivates this research to investigate the effects of supply chain counterparties’ macroeconomic risks on corporate bond yield spreads by employing 10,022 American bond observations from 1997 to 2008. The empirical results show that the macroeconomic risks of a firm and its customers are significantly and positively related to the firm’s bond yield spreads while those of suppliers have insignificant effects.     

Governmentality in accounting and accountability: A case study of embedding sustainability in a supply chain

This paper examines how the introduction of sustainability accounting has been used by an organization as a means to seek to govern social, economic and environmental issues relating to suppliers. The concept of governmentality and four analytics of government are proposed as a means to examine systematic ways of exercising power and authority. This theoretical framework illuminates the specific rationales and practices of government that enable particular aspirations of reform – such as sustainability – to be constituted. The analysis is informed by the discussion of the implementation of sustainability-orientated regimes of practice in the context of a single supply chain within a major supermarket chain in the UK against the theoretical analytics of government. The paper provides novel empirical insights into how sustainability accounting shaped forms of power, rationales and practices in a supply chain. It explores the extent to which senior decision-takers frame and use sustainability accounting to foster disciplinary effects based ostensibly upon social and environmental goals. These are found in practice to be reformulated primarily according to an economic (rather than social or environmental) regime of practice.     

Inter-firm linkages and the wealth effects of financial distress along the supply chain

Extant research examines the extent to which bankruptcy has intra-industry valuation consequences. This study broadens the investigation by examining the wealth effects of distress and bankruptcy filing for suppliers and customers of filing firms. On average, important wealth effects occur prior to and at bankruptcy filings and extend beyond industry competitors along the supply chain. Specifically, distress related to bankruptcy filings is associated with negative and significant stock price effects for suppliers. Supplier wealth effects are more negative when intra-industry contagion is more severe. We also investigate the importance of industry structure, specialized product nature, and leverage on supply chain effects.     

Opportunist dealing in the UK pig meat supply chain: Trader mentalities and alternatives

The scandal surrounding the presence of horsemeat in UK supermarket meat products has focused public attention on the problems of complex, fragmented food supply chains. Through a study of the UK's pig meat supply chain, this paper proposes a new framing of the problem in terms of opportunistic dealing adopted by the supermarkets in vertically disintegrated supply chains, where all actors attempt to pass the risks and costs onto somebody else. This outcome is the result of cultural practices and competences in buyer-led supermarket organizations where strong supermarket chains have the power to capture processor and producer margins. One consequence is that mass-market meat production and processing is close to unviable, as evidenced here by the analysis of the VION Food Group. However, there are mainstream alternatives to the retail-led dysfunctional supply chain. This paper presents an alternative integrated supply chain model using the case of Morrisons, the UK's fourth largest supermarket chain. If fragmented supply chains are not inevitable, the important issue explored in the conclusion is how the inadequacies of government policy, which understands the problem of the sector but is stuck with a competition-based mindset, obstruct the creation of a more sustainable supply chain.     

徐郡饶:当家花旦

在CFO的群体里,徐郡饶有独特的魅力：虽出身巾帼,却驾驭百亿资产,有着不逊于须眉的从容和魄力;虽身处高位,二十余载的兢兢业业却积淀了内心的平和与淡定;虽受制于体制,却审时度势,锐意改革,共同缔造了一个国企改制的神话;虽执掌一隅,却无时不关注着冰山集团的全体员工和中国的制冷行业。     

金融"数智化"助力供应链小微复工复产

4月8日,武汉全面解封,这意味着全国的疫情防控战取得阶段性胜利,而摆在小微企业面前的另一场复产复工的硬仗才刚刚开始。习近平总书记3月29日在浙江考察时强调,要做好统筹推进新冠肺炎疫情防控和经济社会发展工作,精准落实疫情防控和复工复产各项举措,并指出党中央特别考虑到了中小企业,出台一系列措施支持和帮助中小企业渡过难关。