大型零售商的复杂供应链管理研究

分析了供应链中供应商至大型零售商单一阶段复杂供应链的特点,指出了此阶段大型零售商管理供应链的主要内容与特征,提出了基于商品周转速度与制造商管理零售店库存的能力及意愿两个维度分析基础上的库存管理方法。     

融入跨国零售企业全球采购供应链的对策分析

进入供应链管理时代之后,各大跨国零售企业纷纷在全球范围内进行采购.通过跨国公司全球采购系统进入国际市场的主渠道,对国内许多企业来说是一个难得的机遇.     

全球采购成败在于供应链管理

全球（化）采购正在蔓延到世界的每一个角落。全球采购、全球化生产引起业务的变化,更确切地说是供应链的变化;因此,制定应对全球采购导致供应链延长和复杂的措施,保证全球采购的成功开展是至关重要的。     

零售商“磨刀霍霍”供应链

<正>冗长供应链对企业经营的弊端日渐凸显,零售商开始向"供应链"磨刀霍霍。沃尔玛、家乐福、麦德龙等外资大鳄自不必说,内资零售商也开始了压缩供应链的征程。据了解,从今年9月起,武汉中百仓储超市对于新引进的供应商,明确规定不能是代理或经销商,而必须是生产企业。     

基于供应链的公司采购管理研究

改革开放以来,我国经济进入了高速发展的阶段,企业面临的市场竞争日益激烈,优化企业自身管理模式迫在眉睫。供应链管理是20世纪20年代之后迅速发展起来的一种管理方法,强调在供应链中的计划和控制,实现从供应商到客户的资金流、信息流、物流的一体化管理,提倡与供应链上的各节点建立合作关系,形成良好的伙伴关系从而开展运营。文章结合供应链管理思想,对公司采购管理存在的问题进行分析,探讨了财务管理的改进,并针对公司财务管理改进的目标和优化任务进行讨论,提出了公司财务管理改进的具体措施,希望通过文章的研究来帮助企业优化采购管理水平,促使企业可持续发展。     

供应链中零售商与供应商的摩擦行为分析

本文研究了在以大型零售商为主导的供应链模式中,零售商与供应商因为利益的冲突而引发的经济上的摩擦行为这一现象,分析了造成摩擦行为的原因及其严重的后果,并且在明确了以零售商为主导为供应链带来的合作优势的基础上,提出了构建零售商——供应商协同的战略合作关系的几点建议。     

浅谈基于供应链管理的采购管理模式

随着社会的进步和国民经济的发展,各行业市场竞争日趋激烈,企业若想获得良好的发展,必须促进采购管理的完善化发展,突破传统管理理念的束缚,以供应链管理为依托,对采购管理模式做出进一步优化。本文主要探讨了两种以供应链管理为基础的现代化采购管理模式。     

供应链视角采购成本控制研究

采购成本管理在供应链竞争中具有战略意义,采用适时制采购成本管理机制潜力巨大,但其潜力的发挥离不开制定并实施完善的采购制度、充分利用现代信息技术、建立并保持与供应商的合作关系等配套措施。     

优化供应链采购模式 完善供应链管理

随着全球经济一体化的加速和市场竞争的日趋激烈,传统的采购功能已经从狭义界定的采购活动发展为由人和科技推动的专业供应管理功能,我国供应链采购模式已不能适应新经济形势的发展,只有运用供应链科学管理手段和现代采购方式,对供应链采购模式进行不断地优化整合,制定采购战略,优化采购流程,降低采购成本,规避采购风险,才能使供应链企业获得竞争优势,实现合作共赢。     

对制造企业供应链采购管理策略分析

随着经济的发展和科学技术的进步,全球化的竞争日渐加剧,企业间的竞争供应链已成为很重要的竞争元素之一。供应链的管理对于企业的发展越来越重要,而制造企业活动离不开采购管理这一环节,对供应链采购管理进行有效的更新、升级,对于提高企业的市场竞争力有着重大的促进作用。因此,文章对制造企业供应链采购管理存在的问题和对策进行探讨。     

Linking globalization of entrepreneurship in small organizations

The field of entrepreneurship spans a wide variety of topic areas, and among the most important is that of the small and medium-sized enterprise (SME). The aim of this paper is to link entrepreneurship and SMEs. Attempting to generalize the outcomes of entrepreneurship in small organizations from different sectors, countries or industries should be activities that are part of daily life on an international scale. In extracting and transferring the outcomes of this research into entrepreneurship and SMEs, policy makers should see an aspect that must be consolidated within the environment of international globalization that surrounds us. It should not be forgotten that what starts out as small (i.e. an SME) can become large over time and this entrepreneurship can form a part of a new organizational structure. A brief overview of the contents of each of the articles included in this special issue on the globalization of entrepreneurship in small organizations is also presented herein.      

Trajectories for Driving the Diffusion of e-Negotiation Service Providers in Supply Chains: An Action Research Approach

ABSTRACT

The recent proliferation of online-based trade makes negotiations with service providers for global supply networks evermore challenging. The Internet is believed to be a viable means for enabling and facilitating these supply chain interactions. As such, commercial web-based services that support negotiation processes have emerged (i.e., e-negotiation services). Even though these services have promising benefits for supply chain participants, they have not been accepted by most business users. Current e-negotiation studies fail to capture the substantive reasons of this low acceptance as they typically ignore real-world aspects of commercial negotiations. As such, this study argues that an action research approach is a plausible means to study this issue, and to drive changes in the e-negotiations services market. Accordingly, a research plan is outlined with guidelines and recommendations for future action research projects.     

Assessing the Dimensionality of Business Success: The Perspectives of Malaysian SME Owner-Managers

Realizing that the measurement of success in the context of small and medium-sized enterprise (SME) is somewhat disparaging, this study aims to validate the business success construct based on the perspectives of SME founder-managers in the Malaysian context. Following a data collection of a sample of 212 SME founder-managers, a confirmatory factor analysis was performed to examine the factorial validity of the success measure and to assess its goodness of fit. The result indicates that business success is a four-factor structure, reflecting in (a) satisfaction with financial performance, (b) satisfaction with non-financial performance, (c) performance relative to competitors, and (d) business growth.