面向供应链中断风险的压力测试情景构建

极端事件有可能给供应链造成不可逆转的损害。文章分析了供应链中断风险的来源,从评估风险因子、选择风险指标、选择测试方法与范围三个方面论述了供应链中断风险压力测试中情景构建方法,最后提出了供应链中断风险的管理方法。     

中小企业存货质押供应链金融博弈及数值分析

本文根据供应链金融理论,分析存货质押供应链金融融资模式中各主体间的博弈关系,对复制动态方程表示的银行、物流企业及中小企业利益函数进行数值分析,认为存货质押供应链金融融资模式对三方收益具有积极影响,三者之间信任关系的建立及维护对供应链金融融资模式的实施具有重要影响。最后提出了同一供应链条上的核心企业与中小企业加强信任与合作、强化物流企业对中小企业贷款抵押存货的监管、建立和完善银行对中小企业的还款追加制度和存货质押管理制度以及成立中小企业政策性银行四点政策建议。     

基于多元结构的旅游供应链协调机制研究

根据组织协作观点与步骤选取了合适的协作者、协作要素;摒弃了旧有的供应链的唯一机制,运用包含服务、资料、金钱、知识的多样化机制合理地调整了旅游供应链;鉴于旅行社与政府在调整供应链上存在的不足,给出了微观与宏观相融合的协调机制;在分析当前旅游供应链中常见的折扣价格合约制度后,建立了全新的收入分配体系,目的在于鼓励提供旅游产品的供应者;在分析旅游供应链利得产品驱动模型后,给出了产品的推拉协调一致的模型。     

农产品绿色供应链管理初探

实施绿色供应链管理对促进我国农业经济可持续发展及社会主义新农村的建设具有非常重要的意义。本文在阐述绿色供应链管理内涵的基础上,分析了我国农产品实施绿色供应链管理的必要性,并提出了构建农产品绿色供应链管理的模式及相应措施。     

基于自组织理论的供应链运作风险研究

对供应链系统的自组织特性进行分析,设计了供应链系统运作模型框架。通过对系统间的协同分析,运用熵值理论和可靠性理论从系统的角度分析和度量供应链运作风险,并提出了供应链运作的风险规避方法。     

家电制造企业一体化销售物流模式的构建

针对家电制造企业设计了一体化销售物流模式,分析了这一模式下的各个子系统的功能设置,以及运用该模式的意义。     

What drives managers to insource production? Evidence from a behavioural experiment

Insourcing to countermand previous outsourcing decisions is becoming a widespread practice among firms. While the underlying performance drivers for firms (e.g., lead times, responsiveness, or security of supply) are well understood, the behavioural aspects underlying managerial decision-making processes regarding insourcing remain overlooked in empirical research. We study the effects of managers' attitudes toward insourcing, their perceived behavioural control (PBC) over the respective insourcing decision, and the effect of mimetic pressure on insourcing decision intentions and behaviour, while grounding our model in the Theory of Planned Behaviour (TPB). We test hypotheses with data gathered in a vignette-based experiment among 145 managers and apply stepwise regression analysis to find support for the positive effects of attitude and mimetic pressure on intentions to insource. Our results found no support for the effect of managers’ PBC. We find moderation effects among the internal drivers (attitude and PBC) and between internal and external drivers (attitude and mimetic pressure) on insourcing behaviour. With these findings, we provide evidence of a unique boundary condition to the TPB in the insourcing context by explaining supply chain design choices with neo-classical and behavioural theory. We emphasize important behavioural aspects in insourcing decision-making and caution supply managers in this regard.     

Dynamic decision and coordination in a low-carbon supply chain considering the retailer's social preference

We establish dynamic game models in a low-carbon supply chain consisting of a single manufacturer and a single retailer with social preference. This study investigates the complex dynamic characteristics of pricing decision and carbon abatement strategy in the supply chain and focuses on the impact of the retailer's social preference on pricing decision, carbon emission abatement strategy, profits, supply chain coordination, and complexity of dynamic models. We find that adjustment parameters of pricing and carbon emission abatement should be maintained in a certain range; otherwise, the system will be unstable and even chaotic through period double bifurcation or wave shape chaos. A higher social preference of the retailer is always beneficial to carbon abatement and the manufacturer and helps maintain the stability of the supply chain system. However, the impact on the long-term profitability of the supply chain is related to the state of the system. Compared with the setting of a centralized decision, the optimal carbon abatement strategy and supply chain profit in a decentralized decision are always less than those in a centralized setting, regardless of whether the retailer has social preference. Therefore, a side-payment self-executing contract is designed to coordinate the supply chain and achieve Pareto improvement. The coordination mechanism proposed in this study not only leads to Pareto improvement but also increases the stability of the supply chain system. Finally, this study enlightens management in operating a low-carbon supply chain.     

Circular economy and the policy: A framework for improving the corporate environmental management in supply chains

The transition to the circular economy (CE) creates value through the closed-loop systems, reverse logistics, product life cycle management, and clean production in terms of corporate environmental management. During this transition process, the organization faces many barriers such as financial, organizational, technology-based, social, policy-related, market-based, and logistics-based barriers. The objectives of this study are to propose a framework highlighting policy-related barriers for a supply chain in the transition to CE and finally discuss potential implications on enhancing corporate environmental performance of a business. Further, this study evaluates the causal relationships between the policy-related barriers using fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) method. The application was conducted in an apparel firm in Turkey. From findings, lack of legislation for efficient CE (C4), lack of mandatory requirements and responsibilities for manufacturers/suppliers for the CE (C17), and lack of government support for environmentally friendly policies (C2) are revealed as the most important barriers, respectively. It is found that lack of attitude and awareness about CE in government institutions (C19) is the most influencing factor, whereas lack of effective recycling policies to achieve quality in waste management (C8) is the most influenced factor. The recommendations were developed for enhancing the corporate environmental performance of businesses through incentives and unique rewards, improving communication among stakeholders, the government's perception of CE and current linear economy, cooperation with nongovernmental organization (NGOs) and civil actions, the vision of government towards circular principles, the circular public procurement, the local governments in circular policymaking, and awareness of bureaucracy and government officials.     

Assessment and selection of management consultants: A comparative cognitive study between small- and large-scale companies

This paper explores alternative ways of evaluating and ultimately hiring a generalist consultancy for short- and medium-term projects, and how this is shaped by the size of the clients’ company. What buying factors do managers of small and large firms have in mind when hiring consultants for their projects?Instead of employing surveys incorporating predefined buying factors based on what the researchers think would be important, a cognitive mapping methodology - the repertory grid technique - is applied to investigate the underlying phenomena. Using the repertory grid technique to draw mental models is a novel research technique within the supply management field. Recent behavioral supply chain management research found the behavior of managers to be critically influenced by mental models: the lenses through which managers perceive, simplify and interpret the world.Results show differences between the buying factors used in small- and large-scale companies: managers of large companies are more ‘reputation and outcome-oriented’ and managers of small businesses are more concerned with ‘how the services are rendered’. However, both constituents stressed the importance of expertise, quality and the relationship between the client and the management consultancy, although the character of such a relationship differed between small- and large-scale firms. Results also point out criteria that managers of small and large companies employ to discriminate between good and poor performing consultancies and to judge service delivery. The practical implications for both companies hiring consultancies and the consultancy companies are discussed. For consultancies, our findings can help tailoring their efforts to a differing clientele when marketing and selling their services. For companies hiring consultancies, fixating too much on particular buying factors may lead to biased decisions.