战略性供应商细分——种有效的供应商管理模式

实践界与理论界对如何最优地管理供应商的问题有两种截然不同的模式。     

有效的管理模式--基准管理

近年来,一种新的管理模式——“基准管理”风靡全球,对世界企业经营管理理论与实践产生了并将继续产生着重大影响。基准管理起源于上世纪70年代末、80年代初美国向日本的学习运动,首开基准管理先河的是施乐公司。1976年以后,一直保持着世界复印机市场实际垄断地位的施乐,遇到了来自国内外特别是日本竞争者的全方位的挑战,如佳能、东芝、Savin、 NEC等公司以施乐的成本价销售产品并且能够获利,其产品开发周期、开     

浅论供应商管理模式

供应商是供应链系统中的重要环节,要提高供应链企业的同步化运作效率,就必须选择合适的供应商,加强供应商管理,采用正确的供应商管理模式。     

供应商管理模式的探究

目前,全球经济一体化,企业经营全球化,以及高度竞争造成的高度个性化与迅速改变的客户需求,令企业在提高产品质量,降低产品成本,快速响应全球市场需求变化方面,面临着来自市场层而持续不断的压力。     

OEC管理--一种行之有效的企业物流管理模式

本文介绍了OEC管理的实质及推行了OEC管理的方法与步骤，实践表明，OEC管理是一种行之有效的企业物流管理模式。     

戴尔供应商管理模式研究

介绍了戴尔的简约化反应型供应链，尤其是基于产品生命周期的供应商管理模式为企业提供了一个成功的范例。     

对标管理：一种简单而有效的管理模式

最近十多年来,对标管理逐渐成为企业在构建竞争优势时采用的主要现代管理方法之一。对标管理是一种简单而有效的管理模式,具有巨大的实效性和广泛的适用性。通过与业内标杆进行比较,向高水平看齐,企业能够不断超越自己,获得快速发展。在进行对标管理时,企业需要找准对标的对象,明确对标指标,并明确权责,这样才能避免走入对标管理的误区,为企业找到一条科学的发展道路。     

一种考虑供应商转换成本的多期供应商选择模型

为解决供应链中多期多种产品的供应商选择问题,对现有的供应商选择模型进行了改进,综合考虑供应商供应能力、交货提前期等限制,以及供应商转换成本、交易成本和批量库存成本对供应商选择方案的影响,建立了混合整数规划模型,以确定每个时期每种产品的最优供应商选择方案及供应量,并通过实际算例验证了模型的有效性。     

提高供应商零部件产品质量的管理模式

文章从如何开展供应商产品先期质量策划和批量生产后如何确保供应商持续稳定地提供合格零部件2方面,阐述了上汽通用五菱汽车股份有限公司提高供应商零部件产品质量的管理模式.     

提高供应商零部件质量的管理模式

上汽通用五菱汽车股份有限公司(简称五菱),是一家国际化和现代化的微型车制造企业.制造汽车所需要的零部件约90%为采购件,采购件的质量控制在整车中显得尤为重要.为适应现代化企业运行机制,五菱建立了供应商质量团队,在综合考虑Q(质量)、P(价格)、T(技术)、S(服务)原则的前提下,构建了供应商开发与质量管理模式,模式主要分为产品先期策划阶段及达到批量生产后持续改进阶段.     

Survival depends on effective partnerships with suppliers, management, and physicians

Partnering in health care materiel management circles is a concept that has been discussed for years. We, as materiel managers, have never accomplished effective partnering; but I propose that if we are to have a professional future, we should learn to establish effective partnership arrangements with our various customers--externally and internally.     

制造外包公司的供应商绩效管理研究

制造外包作为一种新的商业模式在全球范围不同行业迅猛发展,这种模式一方面为企业带来一系列竞争优势,如控制和降低成本、聚焦核心功能等,另一方面,也为企业带来战略、运营、债务等风险,影响了企业正常的经营发展。文章基于制造外包的特点分析了制造外包的优势和风险,深入剖析了在发挥外包优势和控制外包风险的目标下,对供应商管理的要求及其衡量的要素,进而在此基础上,设计了外包供应商绩效评价体系。     

抓好战略管理实现战略制胜

本文围绕抓好战略管理,实现战略制胜这一中心,集中论述了企业战略管理中的三个重要问题:一是战略管理的必要性、重要性和紧迫性;二是战略管理中的五个基本矛盾,即组织与环境的矛盾,资源与目标的矛盾,旧业与新业的矛盾,生存与发展的矛盾,兴办企业与保护环境的矛盾;三是抓好战略管理对企业管理者的要求.     

Purchasing practices in small- to medium-sized enterprises: An examination of strategic purchasing adoption,supplier evaluation and supplier capabilities

The benefits that can be derived from effective purchasing have long been recognised in the management literature. Despite a growing body of research on purchasing practices in small- to medium-sized enterprises (SMEs), a number of key issues remain under-examined. We investigate SME purchasing practices in terms of (1) the degree to which purchasing is regarded as a ‘strategic’ activity by SMEs, (2) the use of supplier evaluation systems by SMEs and (3) the supplier capabilities emphasised by SME buyers. Through a survey of UK SME managers, we find that purchasing practices varied greatly across SMEs. Purchasing formality is generally low with limited evidence of purchasing being employed strategically and with many firms not undertaking formal supplier evaluations. In terms of supplier capabilities, we find that SMEs differ in the capabilities they prioritise, with three distinct groups evident. These groups are labelled ‘holistic’, ‘process’ and ‘logistics’ based on the supplier capabilities they emphasise. These three groups of firms also differed in terms of the emphasis they placed on strategic purchasing, supplier evaluation, technological focus and how they compete in their main markets, but not in terms of firm size or number of suppliers utilised. The implications of these findings are discussed and areas meriting future research are proposed.     

Promoting programme gap awareness as a method of effective public strategic management

This study explores strategic awareness and its implications for strategic planning in public organizations. The expectation is that better awareness of emergent strategies is the basis of effective strategic thinking and planning. An action research study was performed at the Municipality of Milan. The results highlight some relevant drivers promoting strategic awareness: (i) a mindset change from an internal view to an external needs coverage analysis, (ii) the use of horizontal staff involvement to avoid responsibility issues in a structured strategic thinking process and (iii) total disclosure within a ‘window of opportunity’ to show the structural impossibility of reaching universal coverage.     

供应商管理信息系统的设计

基于公司现状与业务需求介绍了供应商管理信息系统的设计方案,包括系统架构、安全设计、集成设计,并以供应商评估的重点流程作为案例,介绍了设计思想。通过采用开放的B/S架构方式,建立公司与二级单位、供应商的信息纽带,实现操作采购与战略采购分离,实现以用户价值为导向的模式。设计方案将为其它企业供应商信息管理系统建设提供经验借鉴。     

Alignment of strategic priorities and performance: an integration of operations and strategic management perspectives

In theory, strategic priorities at the functional level align with and support business level strategies. Alignment of priorities is presumed to contribute to enhanced organizational performance, just as misalignment is expected to undermine performance. This study further develops and tests these theoretical conventions by examining the perceptions of general managers and manufacturing managers regarding manufacturing priorities of their business units. Based on a sample of matched pairs of manufacturing managers and general managers from 98 manufacturing plants, the hypotheses regarding the alignment–performance relationship are tested. Specifically, we tested whether the performance of the manufacturing unit is enhanced when general managers and manufacturing managers agree on strategic priorities. Furthermore, the influence of organizational factors on the relationship between alignment and performance of the manufacturing unit is studied. Results support our hypotheses that certain organizational variables moderate the relationship between alignment of priorities and manufacturing performance.