基于集配中心的供应物流协同补货决策模型

考虑了由供应商、集配中心和制造商组成的三级供应链的协同计划问题,建立了协同补货决策模型并设计了求解算法。算例分析表明在集配中心运作模式下通过协同补货可以实现供应链成本的最优化,也验证了模型的有效性,对于大型集配中心的运作具有一定的实际意义。     

The effects of innovation–cost strategy, knowledge, and action in the supply chain on firm performance

Despite the importance of supply chains within today's economy, we know little about how the knowledge of supply chains can contribute to superior performance at the firm level. Building on the resource-based view, knowledge-based view and strategic choice theory, we develop hypotheses linking two knowledge-driven supply chain phenomena (i.e., knowledge development capacity and intellectual capital), innovation–cost strategy, and action to firm-level performance. Using survey and archival data from 489 firms, we found that performance is influenced by how well knowledge development capacity and intellectual capital efforts complement alternative chain strategies. More specifically, each strategy type requires different constellations of knowledge development capacity and intellectual capital to enhance action and create superior firm performance. These results highlight the importance of supply chain phenomena for firm-level performance, and more broadly, the value of supply chains as a competitive weapon in contemporary firms.     

Strategic supply management: The relationship between supply management practices, strategic orientation and their impact on organisational performance

A theoretical model is presented for conceptualising the relationship between the management of supply, strategic orientation at the business-unit level and their proposed link with firm performance. The shortcomings of existing approaches in accounting for the wide variety of purchasing practices in a comprehensive supply management framework are discussed as well their alignment with strategic orientation. The paper concludes by presenting a model and propositions concerning firm-level supply management, strategic orientation and firm performance.     

Supply chain collaboration: Impact on collaborative advantage and firm performance

Facing uncertain environments, firms have strived to achieve greater supply chain collaboration to leverage the resources and knowledge of their suppliers and customers. The objective of the study is to uncover the nature of supply chain collaboration and explore its impact on firm performance based on a paradigm of collaborative advantage. Reliable and valid instruments of these constructs were developed through rigorous empirical analysis. Data were collected through a Web survey of U.S. manufacturing firms in various industries. The statistical methods used include confirmatory factor analysis and structural equation modeling (i.e., LISREL). The results indicate that supply chain collaboration improves collaborative advantage and indeed has a bottom-line influence on firm performance, and collaborative advantage is an intermediate variable that enables supply chain partners to achieve synergies and create superior performance. A further analysis of the moderation effect of firm size reveals that collaborative advantage completely mediates the relationship between supply chain collaboration and firm performance for small firms while it partially mediates the relationship for medium and large firms.     

我国生鲜蔬菜供应链问题及优化研究

近年来,随着农业产业结构的调整和农业技术的进步,我国生鲜蔬菜供给量稳步增长,产品结构不断优化,基本能够满足社会需求。但是由于生鲜蔬菜具有较强季节性、地域性和易腐性,这对生鲜蔬菜的储运、加工、运输、销售等物流环节提出了特殊的要求。生鲜蔬菜的这种特性决定了其在供应链管理活动中具有自身的独特性,这就需要我们综合的考虑生鲜蔬菜从农户到餐桌等各个环节,运用现代供应链理念和技术,构建反应灵敏、反馈及时、质量安全、符合市场需求的生鲜蔬菜供应链模式。文中从分析生鲜蔬菜供应链的特性入手,分析了我国生鲜蔬菜供应链存在的问题,并提出了有效的整合生产组织成员、全程冷藏运输、构建生鲜蔬菜物流信息平台、建立健全蔬菜质量监督管理系统等优化生鲜蔬菜供应链的措施。     

突发事件下应急救援服务供应链的协同优化研究

本文注重结合应急救援服务供应链和应急管理的特点,基于协同网络和服务供应链各方找出其中的规律进行分析;并依据应急救援服务供应链各方之间利润需求和协同努力程度及协同关系的不同,提出了应急救援服务供应链协同优化模型的基本设计思路;通过构建应急救援服务供应链协同优化模型和数值分析,得出其服务运作协同的最终目的是在合理的集成运作成本条件下,快速响应突发事件下的需求者,最大限度地满足应急服务需求,从而实现应急救援服务供应链整体效益的最大化.     

About “strategy” and “strategies” in supply management

This article addresses the context and content of a generic supply strategy and discusses its strategy-making process. Building mostly on fundamental strategic management theories, the authors explain the role of supply strategy in its managerial context. In so doing, some light is shed on the meaning and use of the terms “strategy” and “strategies”. Also, a practical conceptual framework for supply strategy formulation is provided. The generic checklist, built by segmenting supply management decisions, is intended to guide supply professionals in addressing strategic issues to create value to customers, avoiding confusion and optimising resource allocation.     

供应链管理中供应商广告成本策略博弈分析

文中运用博弈建模理论方法,就供应链供应商广告策略对供应链成员企业的影响进行探讨分析,给出了供应商最优的广告策略,指出了供应链中广告成本对供应商最优战略的影响,为供应链中的供应商广告决策提供理论依据。     

Collaborative diversity in a nanotechnology innovation system: Evidence from the EU Framework Programme

Collaborative diversity is, arguably, an intrinsic characteristic of research networks built on the emergence of general-purpose technologies such as nanotechnology. European research policy, epitomised in Framework Programmes, creates arrangements that institutionalise the development of internationally and institutionally diverse research networks. Motivated by concerns that a high degree of collaborative diversity may create managerial challenges for network members in sharing knowledge across national and institutional borders, we study the configurations of collaborative research networks and consider their international and institutional diversity. We also explore the influence of European policy mechanisms on the international and institutional diversity of collaborative research networks. We conclude that nanotechnology research networks are indeed characterised by a significant degree of collaborative diversity, which in turn exposes a need for participating members to develop strategic capabilities to manage research within diverse networks.     

Demand chain management in manufacturing and services: web-based integration, drivers and performance

This paper investigated the relationship between Internet-enabled supply chain integration strategies and performance in manufacturing and services. It summarizes the literature on demand and supply integration and describes four web-based strategies. A stratified random sample was collected from UK manufacturers and services, and there was strong evidence that demand chain management (DCM) led to the highest performance in manufacturing, but few signs of DCM in services. Manufacturers and services relying on only web-based demand or supply integration outperformed their low integration counterparts, but lagged DCM in manufacturing. The study also investigated DCM adoption drivers and found that rational efficiency and bandwagon effects drove change. The findings have some important implications for theory as well as for manufacturing and service companies interested in improving their performance.     

Capabilities that enhance outcomes of an episodic supply chain collaboration

Firms are increasingly dependent on the knowledge and expertise in external organizations to innovate, problem-solve, and improve supply chain performance. This research examines two capabilities that enable firms to collaborate successfully as a means to combine knowledge and expertise in an episodic collaboration initiative. Building from two theoretical foundations, the knowledge-based and relational views of the firm, we examine the effects of absorptive capacity and collaborative process competence on the outcomes of an episodic collaboration initiative. Using structural equation modeling, we empirically validate the positive effect of absorptive capacity, collaborative process competence and level of engagement on the operational and relational success of a collaboration effort. Results show that collaborative process competence mediates the relationship between absorptive capacity and collaborative engagement, and positively influences both operational and relational outcomes. Finally, we offer suggestions for managers to improve the effectiveness of inter-firm collaboration initiatives and discuss future research opportunities.     

A contingent view of e-collaboration and performance in manufacturing

Manufacturers are increasingly utilizing Internet-based tools to more readily conduct collaborative activities with key business customers. While the emerging conventional wisdom suggests that the greater the extent to which manufacturers engage in Internet-enabled commerce with downstream business customers the better the performance, we espouse an alternative view. Consistent with the relational view of competitive advantage and contingency theory, we develop a model and a series of hypotheses that specify how various product and market characteristics may influence the nature of the expected positive relationship between e-collaboration and performance.To test the model, we collected data from 50 manufacturers using a Web-based survey. Our partial least squares (PLS) analysis results do indeed support the notion that e-collaboration is related to better operational and business performance. However, we go on to show that the strength of the relationship between e-collaboration and operational performance diminishes as the level of environmental munificence increases. Notably, we found no such moderating effect with respect to the level of product complexity or market variability. Our findings contribute to the operations strategy literature on supply chain relationships in the e-business arena and offer managers a framework for understanding the conditions under which investments in e-collaboration may be more appropriate and therefore more beneficial.     

Supplier selection or collaboration? Determining factors of performance improvement when outsourcing manufacturing

An empirical study was designed to determine factors of performance improvement when outsourcing manufacturing. Findings from a survey of 136 manufacturing plants in Sweden show that most of them achieve their outsourcing motives, but not without trade-offs. Factors of performance improvements such as economies of scale or operations in low-cost countries can improve one performance dimension, such as product cost, yet negatively impact volume flexibility, speed or product innovation. The results show part characteristics and supplier operating capabilities are more important than supplier relationship strategies when outsourcing manufacturing, meaning that supplier selection trumps supplier collaboration in the make-or-buy decision.