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.     

Global sourcing strategy and sustainable competitive advantage

Global sourcing strategy has been one of the most hotly debated management trends in the last 20 years. In its early years, global sourcing was examined mostly from “in-house” development and procurement perspectives; and in the last several years, research focus has shifted to “outsourcing” activities. Along with this shift from internal to external focus on global sourcing, many researchers and business practitioners have applied a core competency argument to justify increased levels of outsourcing activities on a global basis. Although the beneficial aspects of outsourcing are assumed in most cases, no consensus exists in reality as to the effect of outsourcing. Furthermore, the increased instability of the exchange rate environment in the last several years has also led to increased difficulties in managing globally scattered operations that were once fashionable in the 1980s-90s under the rubric of global strategy. In this article, the authors explore potential limitations and negative consequences of outsourcing strategy on a global scale.     

油田相关行业用户满意指数测评模型与方法研究

用户满意指数是一种全新的宏观经济指标和产品质量评价指标，是企业经营业绩的主要评定内容建立在用户满意指数测评模型理论基础上，借鉴国内外用户满意指数测评体系方法，结合油田的具体特点，构建出油田装备(耐用)行业、油田消耗品(非耐用)行业、第三产业的用户满意指数测评模型。模型反映出各结构变量之间以及结构变量与对应观测变量之间的相互关系：提出了用统计分析系统的含隐变量线性结构方程的协方差分析过程求解该测评模型，揭示了各结构变量之间的相互依赖程度，计算出各个结构变量的指数，最后，对油田某装备的用户满意指数测评结果进行了分析，为企业改进产品质量、提高服务质量提供了切实可行的信息     

完善电子商务税收立法的基本构想

面对电子商务对现行税收制度、法律、法规等产生的前所未有的冲击,国际上形成了开征新税——比特税(欧盟)、维持旧税(经合组织)、免税(美国)三种典型方案。我国应该尽快明确我国在电子商务环境中的税法原则、完善税收征管制度和电子商务税收立法,同时要加强国际税收协调与合作。     

应重视外商投资企业应付未付款的会计处理和税务管理

为 　加强对外商投资企业所得税税基的管理,《国家税务总局关于 　 外商投资企业和外国企业接受捐赠税务处理的通知》(国税发[1999]195 号,以下简称“195 号文”)对应付未付款的会计处理和税务管理做了原则性的明确规定:企业的应付未付款,凡债权人逾期两年未要求偿还的,应计入企业当年度收益计算缴纳企业所得税。实际上,外商投资企业逾期应付未付款的形成情况比较复杂,归集起来大概有以下五种情况:一是债权人实际已不存在;二是债权人实际存在,但长期不追讨;三是债权人为关联方,出于种种原因将债权演变为资金借贷;四是债权人因为与债务人发…     

论建立健全农业银行一级分行内部控制评价制度

文章探讨建立健全农业银行一级分行内部控制评价制度问题。     

建设工程信息集成管理系统研究

工程项目建设与管理过程中会产生大量的物化的材料——建设工程信息。静态信息资料组卷归档后将成为建设工程项目的档案资料，为工程检查验收及日后的改建、扩建、维修、管理等方面提供极其重要的依据，动态信息则为工程建设过程的管理与决策提供强力支持，而这一切都建立在对建设工程信息的有效管理基础上，从了解建设工程信息特点入手,分析客户的需求，构筑管理系统构架,开发了相应的功能模块，并付诸了实施。     

石油储量价值评价中运销成本级差模型的设计与检验

对石油资源价值评价中的4个成本因素之一——运销成本级差因素进行了讨论。文中分析了运销成本级差因素的组成因子之后．建立对之进行测算的数学模型，并就两个油田的实测数据给出了计算结果。     

An optimization approach to business buyer choice sets: How many suppliers should be included?

In many new or repeat purchasing situations, business buyers must decide how many suppliers to consider (a “choice set”) in determining which supplier(s) to actually buy from or contract with. This paper develops an optimization approach to determining the size of the choice set, taking into consideration buyer utility and search and evaluation costs. A theoretical model is developed for both one-time and repeat purchase situations. The model is estimated using empirical data received from bids received for procurement auctions. In these auctions, suppliers provide bids for steel pipe based on two product attributes (price and delivery time). Model sensitivity to small changes in parameters is also tested.     

The evolution of the seven steps of selling

The traditional seven steps of selling is perhaps the oldest paradigm in the sales discipline. The seven steps model has served as a basic framework in sales training, personal selling textbooks, and teaching personal selling classes. Very little has changed in this framework since the turn of the 20th century. This article reviews the traditional seven steps of selling, examines transformative factors that have led to changes in each step, and presents an evolved seven steps process. While the traditional seven steps reflected a selling orientation on the part of a firm, the evolved selling process reflects more of a customer orientation in that the focus is on relationship selling—that is, securing, building, and maintaining long-term relationships with profitable customers.