建筑企业实施供应链管理的关键因素

首先介绍了建筑企业实施供应链管理的必要性，然后分析了建筑供应链的特征，在此基础上论述了建筑企业实施供应链管理的九个关键成功因素，从而为建筑企业有效实施供应链管理提供依据。     

基于ANN的供应链风险评估模型及策略研究

一、供应链风险评价指标体系 1．供应链风险产生因素分析 供应链的风险比企业经营风险更为危险．因为其不确定性因素不仅仅取决于单个企业．整个供应链中任何一个环节的失误都会为整个供应链企业带来不确定性的损失。因此，对供应链中的风险因素进行分析势在必行。供应链上影响风险产生的不确定性因素主要有：     

精益建筑供应链下建筑企业核心竞争力分析

精益建筑供应链管理是一种新的建设项目管理模式,该模式对建筑企业核心竞争力的构建起到促进作用.文章分析了精益建筑供应链模式下建筑企业核心竞争力,指出了该模式能使建筑企业更好管理建设工程,能使企业在工程项目质量、工期和成本方面获得相应的核心竞争力.提出了在精益建筑供应链下建筑企业核心竞争力的构建要点.     

EPC模式下的建筑供应链风险管理研究

作为一种新的建筑管理模式,建筑供应链管理不仅能够增加企业利润,也会带来一定的风险,如何其进行正确识别、分析与管理已成为建筑供应链管理中的重要问题。论文首先简述了EPC模式、EPC建筑供应链含义及其结构,在对建筑供应链进行风险识别与分析的基础上,设计了EPC模式下的建筑供应链风险评价指标体系,最后提出有关风险管理措施,为发展我国建设工程总承包及实施建筑供应链管理提供有益参考。     

建筑企业实施供应链管理的战略思考

供应链管理为我国传统的工程建设项目管理模式改革提供了极大的参考价值。文章结合供应链管理的定义,分析了供应链管理的核心理念,对建设供应链和建设供应链管理进行了界定,提出了建筑企业实施供应链管理的战略建议。     

供应链管理中安全库存水平及不确定因素的测定方法研究

本文从供应链管理系统中安全库存的作用出发,依据定量的分析方法,对影响安全库存水平的因素进行了分析和评估,在此基础上进一步探讨了在给定补货策略下,定量计算适当的安全库存水平以及减少不确定性因素的方法和措施。这对于供应链管理系统中降低库存水平,努力达到供应链库存管理的最高理想——实现供应链管理企业间的无缝连接,消除供应链企业的高库存现象具有十分重要的意义。     

建筑企业供应链管理的价值分析

在系统分析传统建筑企业管理中存在问题的基础上，将价值分析方法运用到供应链管理中，通过信息收集、功能分析、方案选择和评价等，论述了实施供应链管理的价值分析的过程，其目的是解决一些目前企业效益不景气、生产率水平低、亏损面大、资源利用不足的问题，以提高企业的核心竞争力。     

论供应链管理对煤炭企业供应物流管理的指导

供应链管理的目标是减少供应链的不确定性和风险，从而积极地影响库存水平、生产周期、生产过程，并最终影响对顾客的服务水平，其核心内容是系统优化，将合适的产品或服务按照合适的状态与包装，以合适的数量、合适的成本，在合适的时间送到合适的地点。     

企业数字化转型的信息溢出效应——基于供应链视角的经验证据

《“十四五”数字经济发展规划》明确指出企业要充分发挥数据要素作用，强调大力推进产业数字化转型的重要性。当前中国实体经济面临严重的供需结构性失衡，且主要矛盾集中于供给侧。针对企业数字化转型能否改善供应链上企业间的信息传递效率进而优化供给结构的问题，本文从供应链视角出发，基于2012—2019年沪深上市公司样本，检验了客户企业数字化转型对供应链上企业间信息环境的影响及其作用机制。研究发现，供应链上的客户企业数字化转型缓解了供应链的“牛鞭效应”，对供应商企业产生显著的正向信息溢出效应。数字化技术方向的异质性对供应链间信息环境的治理作用也存在明显差异。当供应商企业规模越大、库存周转天数越长、面对的外部环境风险或不确定性越大以及客户集中度越高时，客户企业数字化转型产生的信息溢出效应越明显。机制分析结果表明，客户企业数字化转型通过降低供应商企业的信息搜寻成本和验证成本来改善供应链间信息环境。进一步分析发现，客户企业数字化转型产生的信息溢出效应会影响供应商企业的决策行为，促使供应商企业采用独特的战略模式，提高供应商企业全要素生产率。本文基于客户企业数字化转型，为优化供给结构、缓解产能过剩以及供应链效...     

基于BIM的建筑供应链信息流模型的应用研究

在我国项目管理领域推行建筑供应链管理是一种必然趋势.建筑信息模型(BIM)是数字技术在建筑业中直接表达,信息是项目管理中的重要资源,信息流对建筑供应链管理有着特别重要的意义.文章从BIM和建筑供应链的研究现状出发,提出了将BIM应用于建筑供应链信息流管理的设想,并设计了基于BIM的建筑供应链的信息流模型基本架构,进而研究了如何解决建筑供应链参与方的不同数据接口间的信息交换问题,以及基于BIM的建筑供应链信息流模型在信息共享方面所具有的优势.     

跨组织系统(IOS)在供应链中的应用模式

21世纪的竞争将不再主要是企业与企业之间的竞争。而主要是以IOS等驱动的供应链与供应链之间的竞争。企业需要和供应链上的其他企业联合起来。才有可能赢得广泛的技术、在质量和可靠性方面的快速反应能力以及持续的成本优势。有鉴于此，本文以供应链上企业之间的关系管理为基础．构建了一个IOS在供应链中应用的四阶段模式，并以此为框架，从IOS的设计、建立、应用和受益的过程来分析其因果关系，探讨影响IOS成功的关键变量和相应措施。我们认为。未来IOS将专注于核心竞争力联盟的建立和在联盟中有效地运用竞争力外取策略。     

Product Technology Transfer in the Upstream Supply Chain

This article addresses the transfer of new product technologies from outside the firm for integration into a new product system as part of a product development effort. Product technology transfer is a key activity in the complex process of new product development and is the fundamental link in the technology supply chain. Product technology transfer too often is dealt with in an ad‐hoc fashion. Purposeful management of the product technology transfer process leads to more effective transfers in terms of timeliness, cost, functional performance, and competence building. Better management of product technology transfer gives firms access to a greater variety of new technology options, improves a firm's ability to offer significantly differentiated products, deepens the firm's competitive competencies, and positively influences sustained product development success. The central objective of this article is to gain insight into product technology transfer so that companies can manage this process more successfully and so that researchers can investigate this critical activity further. This article describes the technology supply chain as a unique form of a supply chain that poses a set of managerial challenges and requirements distinguishing it from the more traditional component supply chain. Because a single product technology transfer project is the fundamental piece in the technology supply chain, understanding this piece well is key to leveraging the extended technology supply chain and to improving overall product development performance. This article integrates literatures on new product development, supply chain management, and technology management and builds on organizational theory to present a conceptual model of determinants of product technology transfer success. The core proposition is that product technology transfer effectiveness is greatest when companies carefully match (or “fit”) the type of technology to be transferred (the “technology uncertainty”) with the type of relationship between the technology supplier and recipient (the “interorganizational interaction”). A quite detailed framework characterizing technology uncertainty along the dimensions of technology novelty, complexity, and tacitness is presented to help in assessing the challenges associated with transferring a particular product technology. This article also considers detailed elements characterizing the interorganizational interactions between the technology source and recipient firms. This helps firms consider the appropriate means to facilitate the interfirm process of technology transfer. Overall, this article provides practical insight into characterizing technologies and into improving the product technology transfer process. This article also provides a strong theoretical foundation to aid future research on product technology transfer in the technology supply chain.     

An empirical analysis of supply chain risk management in the German automotive industry

The purpose of this paper is the empirical analysis of supply chain risk management practices. The analysis is based on a survey with 67 manufacturing plants conducted in the German automotive industry. After investigating the vulnerability of supply chains in general and examining key drivers of supply chain risks, the paper identifies supply chain risks by analyzing their likelihood to occur and their potential impact on the supply chain. The results are visualized in the probability-impact-matrix distinguishing between internal and external supply chain risks. Furthermore, instruments for dealing with supply chain risks are investigated. Therefore, the impact of supply chain risk management on performance is tested. In order to distinguish between companies with a high degree of supply chain risk management and those with no or only limited implementation the plants are grouped by means of a cluster analysis based on factors reflecting the instruments of supply chain risk management. In particular, groups are created representing two different approaches to deal with supply chain risks, i.e. reactive and preventive supply chain risk management. The clusters are investigated concerning differences in terms of performance criteria. The analyses reveal that companies with a high implementation degree show a better supply chain performance. Furthermore, the results show that the group using reactive supply chain risk management has higher average value in terms of disruptions resilience or the reduction of the bullwhip effect, whereas the group pursuing preventive supply chain risk management has better values concerning flexibility or safety stocks.     

Moderating the impact of global sourcing on inventories through supply chain management

In recent years, companies have paid growing attention to supply chain management at a global level. With regard to the upstream part of the supply chain, the need for better suppliers, the research into specific competences and concerns related to international competition have forced companies to improve their ability to cope with suppliers located in different countries around the world. The literature suggests that the geographical distance of suppliers should create higher inventory levels primarily because of longer and more uncertain lead times. However, as this paper aims to demonstrate, companies can limit this effect by means of specific investments in the supply chain and in their relationships with suppliers. The empirical analysis is based on data from the last edition of the International Manufacturing Strategy Survey (IMSS). The results show that companies performing global sourcing have invested in supply chain management (SCM) and that this has been helpful in keeping their inventories under control.     

The role of e-marketplaces in supply chain management

Electronic marketplaces (e-marketplaces) have a profound influence on the way in which organizations manage their supply chains. Proponents of the e-marketplace concept suggest that web-based trading systems, such as World Wide Retail Exchange (WWRE) and GlobalNetXchange (GNX), would enable companies to more efficiently buy, sell, and manage their supply chain processes on a global scale. This study investigates the extent to which e-business tools of the e-marketplace are used by channel members in the retail sector for business-to-business supply chain management (SCM). The study is based on a survey involving food service companies, retailers, and wholesalers in the UK. It is shown that the e-marketplace supply chain applications enable the majority of companies to automate transaction-based activities and procurement-related processes rather than strategic supply chain activities. The results also indicate that full participation in e-marketplaces requires companies to integrate their internal and external supply chain activities and share strategic information.     

How should you stabilise your supply chains?

This case based research paper examines the stabilisation strategies used within seven supply chains and presents a framework to help practitioners stabilise their chains. The findings show that organisations should first select a cushioning strategy and then reduce demand uncertainty to lower the level of cushion held. However, they need to recognise that other organisations within the supply chain are making similar decisions and the whole supply chain needs to be stabilised. Despite this, businesses seem to only share information about their demand uncertainty-reducing mechanisms and not their cushioning strategies. This means that companies often make decisions in isolation of each other, which can then destabilise the chain.     

Practical framework for strategic alliance in Pearl River Delta manufacturing supply chain: A total quality approach

Supply chain management becomes one of the most powerful business concepts for organizations to gain a competitive advantage in the global market. Strategic alliance could enhance the performance of a global supply chain. This paper identifies three phases for strategic alliance, and proposes a practical framework for Pearl River Delta (PRD) manufacturing companies to develop a strategic partnership with their critical suppliers, by adopting total quality philosophies approach. Finally, this paper provides some critical factors for PRD manufacturing companies forming a supply network within PRD region through establishing strategic alliance.     

Robust supply chain management

Faced with uncertainty, researchers have explored concepts such as robustness, flexibility, information structure, options, and market power for supply chain management. Despite many influential findings, such as the presence of the bullwhip effect and channel power, the literature in supply chain management is a bit confusing with regard to these concepts, including how they are related to each other. In light of this, we discuss the meaning of the terms in a supply chain management context. We indicate what questions are at stake and some pitfalls to be aware of if the phenomenon we are concerned about is affected by strategic players. This paper is modelling focused.     

基于供应链管理的房地产开发企业合伙模式研究

基于供应链的思想，传统制造业中的各个企业被看作整个供应链中的某一环节，供应链管理使企业集中优势资源与精力创造特殊价值，提高自身竞争能力并带动相关企业发展。房地产开发企业作为自身行业中的“集成制造商”，应该充分借鉴供应链管理的思想，大力发展与相关合作对象的伙伴关系，基于其独特的供应链的内部集成，建立合适的合伙模式，以达到降低开发成本、提高项目品质、增强企业核心竞争力的目标。