供应链企业间知识共享影响因素的研究

供应链企业成员之间的知识共享是供应链知识管理中举足轻重的部分,对于实现供应链企业的联动发展,互助成长具有鲜明的现实意义。本文分析供应链企业知识共享的原因,构成以及过程,最后指出了供应链企业间知识共享的五大影响因素,并基于此提出了知识共享方面的建议。     

协同供应链企业知识共享过程中风险管理研究

近年来,在经济全球化的背景下,协同供应链中各节点企业之间要求通过有效的知识共享创造核心竞争力,但是在协同供应链知识共享过程中存在有较大的风险,因此,提出一种协同供应链企业知识共享风险管理的总体方案,包括了知识共享中风险管理的过程、风险管理的基础支持,以及针对整个过程中风险管理的策略。     

链合创新下绿色供应链组织间知识共享的系统分析

基于链合创新视角,通过分析绿色供应链知识共享的影响因素,构建其系统动力学模型,模拟仿真其过程,揭示出绿色供应链知识共享的系统动力学机制。研究表明:在绿色供应链知识系统中存在复杂的因果关系和反馈回路,其中最终客户需求引发的链合创新是绿色供应链组织间知识共享的驱动力;绿色文化竞争力有利于促进绿色供应链组织间的知识共享;关系和信任是绿色供应链组织链合创新和知识共享的基石。     

供应链知识共享中的问题与对策研究

在当前知识经济的大背景下,物质资源已经不再是影响企业发展的关键,知识已成为企业越来越重要的资源,供应链企业间的知识共享程度是影响供应链的竞争力水平的重要因素,知识共享已经成为供应链上各成员企业获取新能力和新知识的一种有效方式。 因此,供应链中各成员企业如何有效地通过知识共享,吸收和利用有关知识,提高运作水平,并进一步提升整个供应链的竞争能力显得尤为重要。 文章探讨了供应链知识共享中存在的问题,并给出问题所对应的建议与对策,以期为企业顺利进行供应链知识共享提供有益参考。     

协同供应链企业知识共享中风险绩效管理研究

近年来,在经济全球化的背景下,协同供应链中各节点企业之间要求通过有效的知识共享创造核心竞争力,但是协同供应链上采用委托-代理机制的知识共享过程中存在有较大的风险本文针对此分析了知识共享中风险特征和知识共享风险绩效管理的运行过程,并进行了风险绩效管理分析和风险绩效管理评估,最终提出了降低风险应该采取的措施.     

基于知识链的供应链协同知识创新模式研究

知识在供应链合作伙伴中的共享和创新是供应链知识管理的核心内容。本文以知识链模型为框架对供应链中的知识创新进行研究。根据对原有知识链的认识,建立了新的知识链模型,分析了供应链协同知识创新的机制,在此基础上,提出了供应链协同知识创新建议框架。     

供应链企业间知识共享的模式研究

基于知识链的理解,分析了供应链企业间知识链的概念和类型点,建立了基于知识链的供应链企业间知识共享模型,并将其分解为三种模式：企业一企业模式、企业一供应链模式和供应链一企业模式。     

虚拟供应链合作伙伴的知识共享模式研究

知识在虚拟供应链合作伙伴中的共享和传播是供应链知识管理的核心内容。本文根据对供应链企业间知识共享微观机制的认识,分析了知识共享障碍,在此基础上,提出了虚拟供应链合作伙伴基于知识共享的系统结构,并进一步探讨了其知识共享的策略。     

绿色供应链管理视角下的知识共享风险研究

本文在系统综述理论视角的绿色供应链、绿色供应链中知识共享影响机理的相关研究的基础上,以丰田公司绿色供应链知识共享风险为例进行分析并提出管理建议,有助于拓展绿色供应链企业管理实践,为绿色供应链组织间合作和创新提供一定的理论依据与科学指导。     

供应链知识共享研究综述

供应链知识共享作为供应链知识管理的核心,受到了国内外学者的广泛关注。从增强竞争优势、技术支持、影响因素、共享机制、产品、评价指标体系等方面对国内外供应链知识共享的文献进行了回顾,分析当前研究的不足,指出未来的研究方向,以期我国企业能从供应链知识共享中增强竞争优势。     

The core-customer concept

The purpose of this paper is to define and discuss the core-customer concept. This concept examines how a company develops its operations around a single or only a few customers. The customer steers what products and services the supplier develops, which means that it is the customer that dictates the supplier's operations. The core-customer concept may be one method for designing a company's operations, but the paper also aims to challenge companies to consider how they think about customers. The paper contributes to research on customer value and extended service offerings by indicating a business-development strategy based on the customer rather than the supplier's operations. Building a company around a single customer, requires flexibility and competences in finding collaboration partners or in adjusting the organisation to new requirements. The paper refers to these as secondary/supporting competences, while the core competence upon which the company builds its operation is the customer.     

Designing ‘green’ vendor rating systems for the assessment of a supplier's environmental performance

In the last few years ‘green’ movements, institutions and governments have forced many companies to improve their environmental performance. As a consequence of this growing interest in the environment, many firms established integrated relationships with their suppliers to design new ‘green’ products. Unfortunately, no model has been suggested to support the decision-maker in the selection of the most effective supplier from an environmental viewpoint. Hence, the objective of the paper is to design a conceptual approach that first identifies measures for assessing a supplier's environmental performance and, secondly, suggests effective techniques for developing the supplier selection procedure according to an environmental viewpoint.     

Why do buyers share knowledge with suppliers in new product development? current and alternative supplier antecedents

Purpose: Interfirm knowledge sharing has been well recognized to activate the performance and competitiveness improvement of the firms. Previous research has discussed the impacts of current suppliers on buyer–supplier knowledge sharing, but does not explain how this influence occurs. This study aims to disclose the mechanism by which both current and competing suppliers impact buyer–supplier knowledge sharing in buyers’ new product development activities.

Methodology/approach: This study proposed a conceptual model based on relational exchange theory and developed eight hypotheses. Questionnaire survey was used to collect empirical data from R&D staff of Taiwanese electronics firms. This study distributed 1,475 questionnaires and received 246 eligible questionnaires. Structural equation modeling was used to test and verify appropriateness of the proposed model.

Findings: The findings show that current supplier asset specificity positively and directly influences buyer–supplier knowledge sharing in new product development. The current supplier asset specificity also has indirect positive influence on buyer–supplier knowledge sharing in new product development via the mediating effects of buyer trust, satisfaction, and commitment. However, the attractiveness of alternative suppliers only indirectly and negatively affects buyer–supplier knowledge sharing via the mediating effects of buyer trust, satisfaction, and commitment.

Research limitations/implications: This study surveyed the firms in Taiwanese electronics industry. Nevertheless, new product development activities are executed by electronics firms in numerous countries and firms in various industries. For validating the generalization of this study’s results, future research can investigate firms in other industries and countries to verify the proposed model and hypotheses.

Practical implications: Current suppliers’ asset specificity is found to exert more influence on buyer–supplier knowledge sharing than alternative attractiveness. The findings imply that current suppliers should focus on investing specific assets for buyers other than stress the attractiveness and threat of competing suppliers.

Originality/value/contribution: This study initiates to approach the antecedents and influence mechanism of current buyer–supplier knowledge sharing via both perspectives of current and competing suppliers.     

Justice in triad: Revisiting supplier involvement in new product development

Recognizing the importance of involving suppliers in the new product development (NPD) process, extensive studies have examined this issue at a buyer–supplier dyadic level. However, how supplier involvement leads to better NPD performance is not clearly explained. Additionally, extending the dyadic relationships to triadic relationships and addressing how to manage the two competing suppliers with fair conduct remains unexplored. To answer these questions, this study developed a conceptual model theorizing the role of supplier involvement, information sharing, and justice in the NPD process within a buyer–supplier–supplier triadic relationship. Based on survey data collected from 200 U.S. firms, Structural Equation Modeling is used to test the hypothesis. The results first confirmed the criticality of involving both primary and secondary suppliers during NPD. Second, the positive effect of triadic supplier involvement on innovation performance is fully mediated by information sharing. Finally, this study explored the different roles of procedural justice and distributive justice; the results confirmed that procedural justice acts as a moderator for the relationship between triadic supplier involvement and information sharing, whereas distributive justice moderates the effect between information sharing and innovation performance. Our findings contribute to the literature of triadic supplier involvement-new product development and relationship management. Accordingly, these findings highlight key implications for managers and policymakers.     

Disruptions in Supply Networks: A Probabilistic Risk Assessment Approach

Supply disruptions are attracting growing attention. Even in geographically, politically and economically stable locations, companies are exposed to disruptions, because they depend on their suppliers and suppliers’ suppliers. The analysis of these disruptions helps mitigate risks: for example, instead of relying on local measures such as safety stock or insurance, a company can introduce new supply contracts or backup risky suppliers. In this article, we analyze risks caused by supplier disruptions by introducing concepts from probabilistic risk assessment (PRA), which is a widely employed methodology for the risk analysis of complex engineering systems. We apply PRA to examine simple networks such as triads analytically, and use simulation to analyze disruption risks in random networks of realistic size. We also illustrate how PRA can support strategic decisions such as whether or not to use single or multiple suppliers; which suppliers are more risky than others; and what impacts the complexity of the supply base has on the reliability of the supplier network.     

Supplier roles in product development: Interaction versus task partitioning

In a Danish company a new product development process was structured according to a QFD technique. Based on the company’s own knowledge of the correlations depicted in a ‘House of Quality’, the suppliers could be divided into those who could contribute to the product’s development through task partitioning, and those with whom an interactive product development process would have to be initiated. However, because such a process of division is based on the limited information of the customer (i.e. the company), a supplier may benefit from actively entering into the pre-development process in which the customer assigns developmental roles to the suppliers.     

Strong or invisible hands? – Managerial involvement in the knowledge sharing process of globally dispersed knowledge groups

This paper investigates factors affecting the effectiveness of knowledge sharing in globally dispersed expert groups in a professional service MNC. We specifically focus on possible moderating effects of managerial involvement on the relationships of dispersion and trust with the individual satisfaction with knowledge sharing within such groups. We test our hypotheses in the context of a large multinational software company. This paper contributes to a deeper understanding of how knowledge is shared in globally dispersed settings in the MNC and challenges traditional assumptions on the appropriate level of analysis in studies of knowledge flows within MNCs.     

Towards Successful E-Business Strategies: A Hierarchy of Three Management Models

Although only few managers deny the potential of ebusinesses, many are struggling with the question how their company can best exploit the Internet. Managers need tools that guide them in their quest for effective applications. In this paper, we present three models that provide structure to this search process. Model development was guided by two requirements: the focus of each model should be on delivering superior customer value, and the models should correspond to models managers are familiar with (e.g., process oriented). The Strategic Internet Applications Model (SIAM) details that e-business strategies can focus on current customers, new customers, the product, or the position within the business network. Companies may decide to customise products or services, or to redefine their role within the business network. The Customer Interaction Cycle (CIC) describes the interaction process between a supplier and a customer, and highlights instances where a supplier can provide added value. The third model is the ADOF model, an acronym for Accessibility, Design, Offer, and Fulfillment. This model embraces the metaphor of a funnel, built up of four sequential rings. The model postulates that the degree of operational success of Web sites can be managed by optimizing the combination of the four rings in the funnel.     

Orchestrating resource base,role, and position: a supplier’s strategy in buyer-dominated relationships

The literature that can be consulted today regarding supplier strategies focuses mainly on the buying company’s opportunities to structure, rationalize and develop its supply base. However, few studies have been undertaken in the automotive industry that focus on the supplier’s view of change. One significant characteristic of a supplier’s development is that it occurs in close relationship with the buying company, a relationship that can be described as buyer-dominated. This article focuses on the need for suppliers to develop their own strategies. The purpose of the article is to identify theoretical and empirical building blocks in a supplier’s strategy in these buyer-dominated relationships, to describe and analyze a supplier’s strategic development from traditional supplier to systems supplier, and to discuss managerial implications. The empirical material consists of a longitudinal in-depth case study, conducted in retrospective as well as in real time, and this study is itself based upon several case studies, including ones of Volvo and Saab Automotive. The findings indicate that the supplier’s systems strategy is a high-risk one, because it is based on an vision of a systems suppliership in the future. Even if the group of supplier has been able to form a close relationship with the end-product manufacturers (Volvo and Saab Automotive), the need remains for it to be able to interpret those manufacturers’ (buyers) actions and adapt its own strategies accordingly. An important feature of the supplier’s strategy should be cooperation with other suppliers and the creation of new structures that consist of a number of previously independent supplier companies. The supplier’s ability to orchestrate resource base, role and position is of great importance.     

供应商管理库存对供应链收益的影响机理研究

供应商管理库存模式作为一种供应链环境下的库存运作模式,突破了传统的条块分割的库存管理模式,以系统化、集成化的思想实施库存管理,能够提升供应链的整体竞争力。供应商管理库存模式是一种以供应链各环节企业都能实现最低成本为目的,在一个共同协议下由供应商管理库存,不断监督协议执行情况并修正协议内容,使库存管理得以持续改进的合作性策略,具有合作性、互利性、协议性、连续改进性等特点。实施供应商管理库存模式,可以降低零售商和供应链整体的库存成本,增加二者的收益水平。尽管在实施初期,可能会导致供应商库存成本的增加以及收益的减少,但从长期来看,由于供应商对库存的专业化管理以及零售商将更多资源用于商品的市场营销活动之中,可以有效扩大商品的市场销售规模,降低库存管理成本,从而最终提高供应商收益水平。