供应链中合作伙伴关系及其对库存管理的影响

论述了供应链合作伙伴关系概念、发展及其类型,在此基础上分析了伙伴关系的紧密程度对供应链库存管理的影响,并提出了不同伙伴关系下的供应链库存管理策略及其转换,最后总结了伙伴关系对库存管理效益的影响。     

商业CRO与制药客户的权力动态与信任战略

CRO和制药客户之间的供应商-采购商关系是现在组织理论研究中需要给予解释的领域。本文以中国商业性CRO为研究对象,采用案例研究的方法对此做了理论探索的工作。研究发现CRO和制药客户之间的关系是一种介于战略联盟和市场化合约之间的伙伴关系,两者之间的权力动态促使对信任的追求,并引发了CRO信任战略的采用。     

基于扎根理论的敏捷建筑供应链伙伴选择研究

BIM等新技术的快速发展与推广,推动了传统建筑供应链伙伴关系的变革和发展。为给新型敏捷建筑供应链(ACSC)伙伴选择的标准提供理论参考,基于扎根理论,分析了当前建筑业伙伴关系的基本需求及特征,并提出了建筑业敏捷供应链伙伴关系选择的基本因素和策略建议。     

供应链合作关系间交易成本的博弈分析

在大部分的工业行业领域,物流的成本能占到生产总成本的一半左右,做好生产活动的供给工作,降低交易成本,对于制造商和供应商意义重大。文中通过研究制造商和供应商之间的博弈,分析了供应商伙伴关系减少交易成本的过程,并提出了供应商伙伴关系减少交易成本的措施。     

基于博弈论的供应链伙伴关系交易成本研究

在大部分的工业行业领域,物流的成本能占到生产总成本的一半左右,做好生产活动的供给工作,降低交易成本,对于制造商和供应商意义重大。文章通过研究制造商和供应商之间的博弈,分析了供应商伙伴关系减少交易成本的过程,并提出了供应商伙伴关系减少交易成本的措施。     

基于共同演化的供应链合作伙伴协调能力研究

传统的战略合作伙伴关系依靠战略的连接使得伙伴关系更加紧密,提高了供应链管理绩效。这种战略伙伴关系更多地侧重其长期战略目标。但是,随着市场环境变化的不确定性加强,以及敏捷化、智能化、柔性化的要求对供应链伙伴关系提出了新的挑战。即如何既拥有长期的合作战略目标,又可以随着环境的不断变化及时调整。从一个全新的角度,结合生态学与复杂适应系统,给出一种新的伙伴关系模式——共同演化的伙伴关系。并基于此,提出了要协调好长期利益与短期利益的关键在于处理好伙伴关系之间的协调能力,并对协调能力进行了具体研究,分为四种协调能力,并对协调能力的测度模型进行探讨。     

跨国巨鳄云集沪上

7月31日,历时3天的2003跨国采购洽谈会(中国上海)在上海世贸商城落下帷幕。据悉,来自全国28个省市的5400多家国内供应商和76家跨国采购商参加了本次洽谈会。其中,采购商中全球500强的企业占到40%以上。中国内地供应商的低成本优势在洽谈会上得到体现的同时,中国制造的产品更以其优良的品质对跨国采购商们产生了难以抗拒的"诱惑"。中国正在成为跨国采购商重点开拓的市场。     

层次分析法在VMI供应商选择中的应用

重点探讨了在供应链管理下新的供应商伙伴关系,并对VMI供应商的选择进行了分析,提出了VMI供应商的考核指标体系,并示例说明如何通过层次分析法最终选择合适的VMI供应商。     

读者信箱

为中国制造喝彩看了贵刊9月号封面文章《跨国采购商:世界离不开中国制造》感到扬眉吐气。跨国采购商用大量的事实数据讲出"中国制造"的优势,很能说明问题。作为一名中国人,我为越来越成熟的"中国     

动态联盟伙伴关系问题分析与探讨

动态联盟能帮助企业提高竞争力,减少交易费用,更好地应付市场的不确定性.但是,作为一种新的组织模式,动态联盟还存在许多问题需要我们研究.本文分析了动态联盟伙伴关系的复杂性,从定性的角度提出建立良好的伙伴关系应该采取的几种策略以及保持良好伙伴关系的稳定性必须有的一些约束措施,最后提出了评价伙伴企业经营绩效的指标体系.     

电子采购招标拍卖与供应商管理

介绍了电子采购的工作流程，在此基础上研究了电子采购招标与拍卖的博弈论模型及其赢者灾难现象；论述了虽然电子采购提高了工作效率，采购方享受了招标与拍卖带来的节约，介是它不仅有可能疏远了采购方供应商之间的关系，而且使得讨价还价的权力将最终转移到供应商这一方。     

公私合作伙伴:城市治理的新模式

随着经济全球化、市场化、信息化和网络化的发展,传统的城市管理模式被现代城市治理模式所替代,而全面构筑公私伙伴关系,又成为城市治理的新模式.本文重点对城市公私合作伙伴治理进行了理论和案例分析,并简要提出了构筑我国城市公私合作伙伴治理体系的政策选择.     

Political contestability and public contract rigidity: An analysis of procurement contracts

Are public contracts less adaptable than private contracts? Using a comprehensive set of contracts for a standard product, we compare procurement contracts in which the procurer is either a public administration or a private corporation. We find that public‐to‐private contracts feature more rigidity clauses than private‐to‐private contracts and that the use of rigidity clauses in public contracts rises when political risks are more salient. We argue that a significant part of the increased rigidity of public contracts is a contractual adaptation to limit political hazards from political opponents and interested third parties.     

A ‘PARTNERSHIP’ ROUTE TO HUMAN RESOURCE MANAGEMENT?*

Collaborative relationships between firms have been growing in importance, including ‘partnerships’ between customers and suppliers. Institutional economists and sociologists have different views on the origins, character and consequences of partnership, and the nature of this debate is outlined, as well as the implications for the reality of ‘partnership’ and its role in the diffusion of business practice. Against this background we use case study and survey evidence to explore the transition within the supply chain relationship, from a customer ‘demands’ model and hence to ‘supplier development’. Supplier development can be seen as an aid to risk reduction, particularly where it involves management control system development in the supply organization. The partnership implications for the human resource management (HRM) function are explored. Supply-side partners are likely to be involved increasingly with activities that will underpin the alliance (for example, training, cultural change and removal of industrial relations obstacles to change). These indirect effects may be supplemented by direct involvement by the HRM specialists in the customer organization, especially where partnership development places strong reliance on the human resource dimensions of the two organizations. Examples of this form of development are discussed. This evidence is assessed in terms of the different disciplinary approaches discussed at the outset. What emerges most strongly is that although ‘partnership’ is used to describe many inter-firm relationships, many of these are very unequal and are recognized to be so, but in other cases evolutionary steps can be taken to reduce the risks involved and lead to apparently equitable alliances. Within this risk reduction process, the role of human resources appears to be of varying importance.     

Beyond the Anglo‐Saxon and North European models: social partnership in a Greek textiles company

Much of the literature examining social partnership focuses on either Anglo‐Saxon or North European countries, differentiating between liberal market economies (LMEs) and coordinated market economies (CMEs). These studies argue, quite correctly, that the institutional forces shaping partnership in the two types of economy differ markedly, with the consequence that partnership takes somewhat different forms at the workplace. By contrast, there is only limited research on social partnership in Mediterranean economies—such as Greece—even though there are strong reasons to suggest it may be quite different from both LMEs and CMEs because of relatively recent military influence at state level and less well‐developed systems of industrial relations at organisational level. This article examines the forces operating both at national and at local level that facilitate or hinder the development of social partnership. It is based on the results of interviews with government, industry and union officials and a case study of partnership in a textiles company in northern Greece. It concludes that institutional forces provided workers with more protection than they would have achieved in an LME but that ultimately competitive pressures and a lack of effective workplace representation limited the degree to which the state can influence the processes and outcomes of social partnership at local level.     

Trade unionism and partnership in practice: evidence from the Barclays–Unifi agreement

This article draws on empirical evidence from Barclays Bank PLC to explore the impact of partnership on trade union organisation. It outlines the rationale, development, benefits and pitfalls of the partnership agreement between Barclays and Unifi. Particular attention is paid to the positive impact the agreement has had on systems of workplace representation and on the ways in which the partnership needs to develop to better serve the trade union side. It is argued that unions need to manage the risks of partnership, ensuring their continued legitimacy in the eyes of union members.     

基于CPFR的消费品供应链合作伙伴关系探讨

首先介绍了CPFR的基本概念和流程;在些基础上,着重阐述了CPFR的合作伙伴关系,发现CPFR的供应链体系结构可分为四个职责层．分别是决策层、运作层、内部管理层和系统管理层;最后,从四个方面论述了如何建立和保持CPFR成员的长期合作伙伴关系,并得出如下结论：要保持CPFR合作伙伴关系长期健康稳定的发展,要求CPFR中的成员建立起基于CPFR的价值观,实现信息共享,建立共享利益、共担风险的机制,建立诚信机制。     

New roles for end-users in innovative public procurement: case study on user engaging property procurement

Improving valued outcomes of public procurement lies in user and community co-production. Applying insight from network role theory, this case study tackles challenges faced by both procurer and supplier in interacting with diverse service end-users in various procurement situations. The findings are based on interview, participant observation, and documentation data from three innovative property procurement projects. We suggest four situation-specific roles end-users adopt: conventional, cooperative, collaborative, and controlling. The article reasserts the dispute of viewing end-user’s role only through interpretation of either private-sector consumer or public-sector citizen, while a mix of both views is needed.     

Environmental Business–NGO Partnerships in Nigeria: Issues and Prospects

A number of insightful efforts have explored the nature of business–NGO partnerships and their associated outcomes for sustainable development. While some of these works have helped to clarify the benefits of such partnerships, and the different strategies NGOs can adopt in their interaction with business, others have identified the conditions necessary for a successful partnership. However, the question of how the different strategies adopted by NGOs in their engagement with business interact has remained relatively unexamined. Drawing on an environmental business–NGO partnership for sustainable development in Nigeria, this paper confirms the existence of a creative tension between the different NGOs’ strategies. This creative tension affects the nature of the environmental partnership and performs three main functions. These are an enabling function, a discipline function and a critical distance function. The article concludes by considering the theoretical and practical implications for business–NGO partnerships as a vehicle for sustainable development in developing countries. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Partnership and the development of trust in British workplaces

This article examines the alleged links between ‘partnership’ forms of managing workplace relationships in Britain and the development of intra‐organisational ‘trust’. The potential for mutually complementary linkages between the two are clear, in theory at least. Partnership should produce, nurture and enhance levels of interpersonal trust inside organisations, while trust legitimates and helps reinforce an organisation's ‘partnership’. Qualitative evidence drawn from the self‐reports of key participants in three unionised partnership organisations provides some support for the claimed linkages. But it also highlights weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. These offer insights into the process for managers, trade union officials, employee representatives and policy‐makers, as well as suggesting avenues for future research using trust as a theoretical framework.