信保融资：三方共赢的选择

民生银行贸易金融部副总经理林治洪的新理念是"走专业化道路做特色贸易金融"。随着贸易金融专业化的实施,民生银行将重点打造贸易金融产品,实现与企业共成长的梦想。联系电话:010-58560666-8246联系人:马向东电子邮件:maxiangdong1@cmbc.com.cn国际贸易发生着日新月异的变化:五花八门的物流网络、需求攀升的财务集中管理与贸易融资、信息技术翻天覆地的变化,如声声春雷,呼唤贸易金融的创新浪潮的出现……     

基于供应链下的应收账款融资模式风险防范对策探讨

在供应链融资中,应收账款融资可以帮助中小企业很好地解决融资难题。本文通过对供应链下应收账款融资模式中的四种操作风险的深入分析,提出合理的风险预防对策,希望能够更好地解决供应链下应收账款融资风险,促进中小企业健康发展。     

扩大应收账款融资缓解中小企业融资困难

文章重点分析了应收账款融资的紧迫性、可行性,提出了从政府、银行、企业自身等相关方面控制应收账款融资的风险以及进一步发展我国应收账款融资业务的建议.     

中小企业应收账款融资创新模式研究

融资难是中小企业在发展过程中面临的最主要的问题之一。充分运用中小企业各种资源,寻找合适的融资方式成为各方积极探索的问题,应收账款融资就是非常现实的选择。曾经作为创新工具的应收账款保理融资、质押融资、证券化融资等业务在国际上已迅速发展,但在我国仍处于初级阶段。本文对适合我国中小企业应收账款融资的三种模式进行评价,以寻求解决中小企业流动资金短缺与大量债权无法变现之间矛盾的有效方法。最后介绍人民银行征信中心应收账款质押登记公示系统和应收账款融资平台建设情况。     

供应链融资模式

鉴于供应链融资的诸多特性,很多企业对银行的供应链融资产品表现出了极大的热情与愿景。其中,一些企业已经采用供应链融资技术或已经把供应链融资计划提上日程,     

促供应链金融“爆炸式”增长

信贷观念的重大改变供应链金融的基础是核心企业的信用实力。正是凭借着信用这一最关键要素,商业银行在为供应链上的卫星企业提供融资服务时,能仅依托核心企业的应收账款作为主要还款来源,弱化甚至减免对卫星企业的抵押和担保的要     

以差异化推动银行供应链金融发展的思考

供应链金融简单地说就是围绕小企业的预付、应收账款和存货等,充分借助核心企业对上下游中小企业的管理能力,不断丰富金融服务产品的设计,以满足小企业"短、小、频、急"为主要特征的融资需求。当前,我们不仅要认识到商业银行之间供应链金融竞争日趋激烈,更要清醒地看到,以支付宝、快钱、通联支付等为代表的第三方支付     

基于应收账款的供应链融资模式及风险识别研究

对基于应收账款的供应链融资的两种主要模式——应收账款质押融资和保理融资进行了模式分析．并进行了详尽的操作流程说明,在此基础上,给出了金融机构在实际操作过程中应该重点关注的风险识别点。最后,对两种融资模式进行了区别比对和作用分析。     

新理念打造“共赢链”

中小企业经济贡献度日益凸显融资难始终是长期以来制约我国中小企业快速发展的主要原因之一。作为最具活力和创新能力的市场主体之一,中小企业在就业、技术创新、减轻经济周期波动等方面,都起着重要作用。     

基于供应链视角下的企业应收帐款融资模式分析

本文从供应链视角入手,主要分析了企业的应收账款融资模式.首先描述了企业应收账款融资的意义,随后文章又分析了供应链视角下企业应收账款融资模式,包括订单融资、发票融资、担保企业担保融资、物流公司担保融资、保单融资等形式,希望能给相关人士提供一些参考价值.     

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.     

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...     

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.     

SmartHeat美国连环融资揭秘

SMARTHEATINC（睿能集团）是一家全球领先的专业提供高品质能源设备、清洁能源技术和全方位解决方案的集团公司,主要业务涉及换热设备在电力、冶金、石油化工、食品、制药、暖通空调、船舶及造纸等各个工业领域和民用领域的运用。Smart Heat得到越来越多的关注。这家名不见经传的公司是怎样异军突起,从上市前一家默默无闻的小公司如何在短短的两三年的时间发展到目前的规模并取得骄人的成绩呢？     

入市为的是"双赢"--保险资金入市分析

保险资金的直接入市在为保险资产拓宽投资渠道、实现资产保值增值的同时,也为中国证券市场注入了新的并且是渴望已久的活力。     

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。     

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.     

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...     

Product market competition and the disclosure of supply chain information

We investigate how product market competition affects corporate voluntary disclosure decisions, specifically regarding supply-chain information. Our results, based on a sample of manufacturing companies listed in China from 2010 to 2016, show that companies in more competitive industries disclose less customer/supplier information. The main results stand through several robustness tests. Further analyses show that the negative relationship between product market competitiveness and supply-chain information disclosure is stronger when the disclosure contains more incremental information and when competitors are more capable of gaining competitive advantage using the disclosed information. Our study contributes to the understanding of both the relationship between product market competition and voluntary disclosure decisions and the regulation of information disclosure to build a transparent capital market.