基于确定需求的VMI模式下供应链各节点同时受益条件的研究

以n个零部件供应商与1个制造商组成的供应链为研究对象,假设外界需求确定．充分考虑实施VMI前后,订货（配送）主动权的转移导致订货（配送）策略的不同,以及制造商对各零部件需求速率的不同,导致其对各零部件的订货周期也不一致的情况。通过建立数理模型,对实施VMI前后供应链各节点的经济效益进行比较,在此基础上,深入探讨制造商销售价格不变时,实施VMI后是否存在一个合理的供应商销售价格区间。该区间的价格既能弥补供应商因管理制造商零部件库存多消耗的成本,也能使各供应商和制造商的经济效益都有所提高。为VMI模式在供应链环境下成功地实施提供理论依据．     

品牌集团走出去向国际家用电器制造商行列迈进

以洗为主,同心多元,全面拓展白色家电市场。由国内家电制造商向国际家电制造商转变,并争当国际家电零部件供应商。     

关键核心技术“卡脖子”的博弈与策略分析

为了解决垄断供应商对下游制造商提供零部件升级的“卡脖子”问题,本文构建了由一个垄断供应商和两个竞争制造商组成的“卡脖子”模型,分析了垄断供应商是否应针对性地实施限制零部件升级的“卡脖子”策略。研究表明在分散决策下,垄断供应商针对性地实施“卡脖子”策略且提高批发价,才能收回研发成本,获得“卡脖子”的溢出收益,而被“卡脖子”的制造商不一定损失市场需求或退出市场;在集中决策下,集中供应链从竞争对手的“卡脖子”策略中获得溢出收益,而被“卡脖子”的制造商利润下降。研究结论为当前解决我国关键核心技术“卡脖子”问题提供理论支撑。     

VMI零部件库存体系经济效果模型的建立及分析

在制造型企业零部件库存体系中，以n个零部件供应商和1个制造商为研究对象，根据体系的运作状况，结合运筹学库存控制理论，建立VMI模式下体系的经济效果模型，定量描述了VMI的内在机制，指出了VMI对企业零部件库存体系改造的重要意义及本文研究的理论价值。     

制造型企业零部件库存体系经济效果模型的建立及分析

在制造型企业零部件库存体系中,以n个零部件供应商和1个制造商为研究对象,根据该体系的运作状况,结合运筹学库存控制理论,建立各参与企业的经济效果模型,并对模型进行分析与探讨,指出模型对于企业零部件库存体系优化及后续理论研究的重要意义。     

汽车行业第三方物流标准化构建及实施策略研究——以重庆MS物流为例

1 MS物流背景分析MS物流是一家极富专业精神的第三方汽车物流服务商及综合物流服务商,也是全国重点中外合资物流企业。MS物流已同长安福特、长安铃木、德尔福、西门子、松下电器机电、宝钢集团、杜邦等国内外900多家汽车制造商、原材料供应商及零部件供应商建立了长期合作关系,为客户提供国内外零部件集并运输。MS物流在长安福特汽车工业园内建成长福马零部件物流配送中心Ford-RDC。     

供应不确定下基于Supply-hub的供应商选择和库存协同决策

针对由供应商、Supply-hub和制造商组成的三级供应链的多产品供应商选择和库存协同问题,考虑供应商存在延迟交付风险、供应数量约束,以供应链运作成本最小为目标,构建整数规划模型。分析结果表明:在一定的条件下,总存在最优的供应商选择方案和库存策略;当供应商的延迟交付概率增加,供应链期望成本上涨;当供应商供应数量无限制时,减少最优订货批量可以弱化供应不确定性增加造成的影响;当供应商选择方案不变,订货提前期增加,供应链的运作成本以及最优订货批量不变;一种零部件提前期的变化不影响其他零部件的供应商选择和库存策略。     

福特公司开展对供应商的碳足迹研究

福特汽车公司从201O年开始对35家提供轮胎、汽车座椅、车辆转向系统与金属零部件的供应商进行碳足迹研究。福特汽车公司表示，迪尔伯恩市的汽车制造商的产品需要消耗更多的能量，并且有较大的碳排放量，因此，是碳足迹研究最好的着手点。福特汽车公司正在将其研究扩大至对128个全球供应商基地的碳足迹研究。     

我国企业供应链架构及信息化模式探讨

供应链是指由原材料和零部件供应商、产品的制造商、分销商和零售商到最终用户组成的价值增值链,供应链意味着在上下游企业之间形成一条从供应商到制造商再到分销商的贯穿所有企业的"链"。由于激烈的市场竞争,现在竞争基本上不再发生在单一的公司之间,而更多地体现在不同的供应链上。本文从对我国企业供应链架构分类入手,分析供应链信息化中存在的问题,进而对我国企业供应链信息化模式进行探讨,尝试解决供应链信息系统一体化的方法和思路。     

现在停止瘦身

过去十几年来一直在瘦身的德尔福，现在一个月内接连完成两桩收购。它的收购逻辑是什么？ 全球汽车零部件企业在2014年下半年突然集体卷入收购狂潮。采埃孚135亿美元收购天和，＋组成全球第二大零部件供应商；李尔8．5亿美元收购车用皮革供应商鹰革沃特华；德国芯片制造商英飞凌30亿美元收购美国国际整流器公司Inter-national Rectifier; TE Connectivityl7亿美元收购MEAS传感器公司……     

具有时间柔性的动态数量弹性契约模型

随着市场竞争的日益激烈,供应链结点合作程度的提高,结点企业的市场预测结果对供应链其它结点的影响也越来越大,而预测时间是影响预测结果的重要因素之一,对供应双方绩效起着至关重要的作用。针对数量弹性契约必然存在一个修改预测间隔期的特点,结合预测间隔时间和预测精度的关系,提出一种考虑具有时间柔性的动态弹性数量模型,假设预测精度和转移价格随时间线性变化,分析销售商利润得出必然存在最优值的结论;而供应商相比常规数量弹性契约减少生产过剩导致的损耗,绩效也有一定程度的改善。从供求双方绩效改善状况入手,分析双方实施模型的可能性。同时通过给出数值算例,进一步介绍了模型及其求解思路。     

Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance

A growing number of studies and evidence from industries suggest that, besides managing the relationship with its suppliers, a buyer needs to proactively manage the relationships between those suppliers. In a buyer–supplier–supplier relationship triad, the buyer, as the contracting entity, influences the suppliers’ behaviors and the relationship between them. By considering the relationships in such a triad, we are able to gain a richer and more realistic perspective of buyer–supplier relationships. In this study, our goal is to examine supplier–supplier relationships in buyer–supplier–supplier triads, focusing on how such relationships impact the supplier performance. We frame the supplier–supplier relationship as co-opetition—one in which competing suppliers work together to meet the buyer's requirements. We investigate the role of the buyer on such relationships, and how the buyer and co-opetitive supplier–supplier relationships affect supplier performance. We find mixed empirical support for our hypotheses. However, we are able to demonstrate the dynamics of supplier–supplier co-opetition in the buyer–supplier–supplier triad. We point out the need for further studies in this area.     

The micro-processes of supplier satisfaction: A longitudinal multiple case study

Supplier satisfaction has often been argued to be an important determinant for supplier performance in the buyer-supplier relationship. The micro-processes of how supplier satisfaction develops and how it relates to supplier performance, however, are not well understood. By means of a longitudinal multiple case study design of 18 buyer-supplier relationships, this paper provides insights into the micro-processes of how supplier satisfaction develops. Our findings provide several new insights. First, we observed how supplier satisfaction levels showed little change even though the buyer's behavior did not align with the supplier's expectations, thereby nuancing current conceptualizations of supplier satisfaction being a function of expected and realized relational value. Second, we show how intra organizational dynamics at the supplier influence the relationship between supplier satisfaction and supplier performance. Third, our findings give insights into the complex interplay between the relational and economic antecedents of supplier satisfaction.     

The effects of balanced and asymmetric dependence on supplier satisfaction: Identifying positive effects of dependency

Studies argue that balance in dependence is critical to supplier satisfaction in buyer-supplier relationships. We examine whether asymmetric relationships can also lead to supplier satisfaction, arguing that traditional analysis methods are unsuitable for thoroughly analyzing this issue. With polynomial regression and response surface analysis combined with dyadic data, we test the relationship between (1) balanced dependence (i.e., the buyer and supplier are equally dependent on each other) and supplier satisfaction and (2) asymmetric dependence (i.e., either the supplier or buyer is the dominant party) on supplier satisfaction. The results indicate that mutual dependence is positively related to supplier satisfaction, but surprisingly, asymmetric dependence can be related to higher levels of supplier satisfaction.     

Mobilising supplier resources by being an attractive customer: Relevance,status and future research directions

For buying companies, supplier resource mobilisation is an essential process in gaining and sustaining preferential access to supplier resources. This editorial provides insights into the processes of supplier resource mobilisation and introduces three empirical studies on supplier resource mobilisation. We first introduce the supplier resource mobilisation cycle. This cycle may serve as a roadmap for purchasing and supply management (PSM) practitioners seeking to improve access to supplier resources. In addition, this article informs PSM scholars about the status of the supplier resource mobilisation literature and proposes avenues for future research. The cycle includes six stages: (1) becoming an attractive customer, (2) segmenting suppliers, (3) generating supplier satisfaction, (4) becoming a preferred customer, (5) engaging in supplier-oriented actions, and (6) integrating supplier resources. Finally, we introduce the articles in this issue that each examine a different stage of the supplier resource mobilisation process.     

On the relationship between supplier integration and time-to-market

Recent operations management and innovation management research emphasizes the importance of supplier integration. However, the empirical results as to the relationship between supplier integration and time-to-market are ambivalent. To understand this important relationship, we incorporate two major recent developments. First, the literature has started to redefine supplier integration into two dimensions, supplier product integration and supplier process integration. Second, recent research has begun to examine spillover effects that extend beyond the direct costs and benefits of the supplier contract. Using survey data of 116 firms in the industrials, health care, and information technology industries, the results confirm our hypotheses and show that supplier product integration decelerates time-to-market while supplier process integration accelerates time-to-market. The results also show a positive relationship between supplier integration and the adoption of external technologies, which either decelerates or accelerates time-to-market depending on the level of internal exploration activities. Our research, thus, helps to open the ‘black-box’ of the relationship between supplier integration and time-to-market, and provides a theoretically grounded explanation to the apparent contradictory results in prior research about the influence of supplier integration on time-to-market. In addition, we contribute to research on spillover effects by emphasizing that information technology adoption and assimilation is an important spillover effect of supplier integration.     

Supplier satisfaction and commitment: The role of influence strategies and supplier development

Although considerable research is dedicated to influence strategies and supplier development, a lack of empirical support exists of their effects on supplier satisfaction and commitment. This exploratory study aims to fill this gap by investigating first-tier suppliers in the German automotive industry. Supplier reactions to three different influence strategies and two types of supplier development efforts are examined. Results indicate that supplier commitment is affected by the use of promises and both human- and capital-specific supplier development, while supplier satisfaction is affected by indirect, other direct influence strategies and capital-specific supplier development.     

加强供应商管理建立合作伙伴关系

本文首先阐述了企业与供应商建立合作伙伴关系的重要性,指出企业应加强供应商管理;比较了传统的供应商管理和现代供应商管理;然后指出供应商关系管理是供应商管理的关键所在。在此基础上分析了供应商关系管理的内涵、作用。最后提出只有与供应商建立战略供应商关系,并保持长期的双赢合作,才是企业发展的长远目标。     

实施供应商管理 促进采购优化

供应链管理优化的起点是采购管理的优化,而采购优化中重要的组成部分即是供应商管理。文章首先讨论了供应商管理的目的和原则,以及供应商的整合和接纳;接着对供应商关系管理的实施原则和程序做了介绍,并指出应构建供应商监控体系作为保障;最后介绍某集团公司的成功实例。     

The moderating effects of supplier portfolio characteristics on the competitive performance impacts of supplier-facing process capabilities

We draw on the interorganizational relationship management literature to examine how contextual characteristics of the supplier portfolio (portfolio concentration, relationship length, and supplier substitutability) moderate the impacts of process alignment and partnering flexibility – two of a firm's key supplier-facing process capabilities to manage supplier relationships – on a product line's competitive performance. Our analysis of survey data on a firm's supplier portfolio for a major product line indicates that the impacts of process alignment and partnering flexibility on competitive performance are moderated by the three supplier portfolio characteristics. Specifically, while concentrated relationship portfolios, long-term relationships, and supplier substitutability amplify the positive effect of process alignment on competitive performance, concentrated relationship portfolios and long-term relationships attenuate the competitive benefits that firms derive from partnering flexibility. While long-term relationships and concentrated supplier portfolios enhance the competitive benefits of process alignment, operations managers also need to recognize the detrimental effects of these supplier portfolio characteristics on the competitive benefits of partnering flexibility.