制造外包下的供应商协同产品开发机制初探——以我国制造业为例

金融海啸和全球化竞争的压力促使我国制造业必须拓展除低成本劳动力和原材料以外的利润增长空间,才能获得在世界舞台上与其他企业竞争的实力和竞争力。本文认为,在制造外包的环境下,我国制造企业与外包供应商的协同产品开发将能更有效地降低成本,缩短研发周期,改善产品质量。结合供应链管理和协同理论,文章对供应商协同的内涵进行了剖析,并归纳了协同产品开发的主要活动,即规格、概念设计、细节设计和产品设计。与此同时,协同产品开发还必须满足六项重要的前提条件。基于此,本文提出了供应商协同产品开发的机制,该机制涉及了从顾客需求到初始运行测试五个阶段的关键活动和协同方式。最后,对协同机制需要在产业背景下进行深一层的具体研究作了展望。     

The innovativeness of Born-Globals and customer orientation: Learning from Indian Born-Globals

Born-Global firms, a newly emerging organizational form targeting international markets as a primary source of business from their inception, have innovativeness, requiring an intimate knowledge of their customer, as a primary feature. This study explores how a Born-Global's customer orientation leads to innovativeness through technological capability for customer relationship management (CRM) and external customer information management. Our empirical results, based on responses from 154 Indian managers, indicate that a Born-Global's customer orientation is an effective enabler of its innovativeness, whose effects are mediated by technological capability for CRM and external customer information management. Although significantly affected by customer orientation, the results further indicate that relationship quality with the buyer does not influence a Born-Global's innovativeness. When CRM technology and managing customer information obtained from external sources are employed, customer orientation significantly helps maintain the innovativeness of Born-Globals according to the results.     

Product competence exploitation and exploration strategies: The impact on new product performance through quality and innovativeness

The ability to manage existing assets and capabilities (exploitation) and the development of new capabilities (exploration) are arguably among the most relevant new product success factors. However, while exploitation-related capabilities are based on certainties regarding the efficiency of a company, exploration-related capabilities require the analysis of new technologies and processes. In existing literature, there is a gap concerning the trade-off between the exploitation and exploration of competences. Based on the theoretical background of Resource Based Theory, Dynamic Capabilities Theory and Discovery and Creation Theory, a model is proposed to analyze this gap. In this study, which examines 197 manufacturing organizations, we build on the dualities of the two types of competences and their impact on speed-to-market and market performance. The findings indicate that the choice between exploitation and exploration depends on the goals of new product development. While exploitation increases product objective quality, exploration enhances product innovativeness to the firm. Furthermore, we found that both exploitation and exploration constitute important success factors when it comes to launching new products. Finally, moderate effects of competitive intensity and market turbulence are also examined. High levels of market turbulence improve the results of exploitation, while low levels of competitiveness may encourage exploration.     

JIT采购在企业的应用研究

JIT采购是一种先进的采购模式,作为一种管理思想,它和传统的采购方法在质量控制、供需关系、供应商数目、交货期的管理等方面有许多不同,它不但能够最好地满足用户的需要,而且可以最大限度地消除浪费。在我国,由于条件尚未成熟,JIT采购管理思想在企业中的应用不可能一蹴而就,许多企业只能在实践中慢慢消化、领悟供应链和准时化采购（JIT）的管理思想,并以此来引导采购管理思路。     

Evaluation of supplier capability and performance: A method for supply base reduction

Development of partnership with suppliers is widely recognised today as a potent tool for supply chain improvement. To develop an effective partnership, it is necessary to have a small supply base and an effort to reduce the supply base to a manageable level. Despite its overwhelming importance, models of supply base reduction are rare. Supplier sorting methods, used for pre-selection of suppliers and sometimes seen as methods for supply base reduction, have limitations ranging from (1) requirement of an exhaustive database of historical information (case-based reasoning), (2) inability to predefine the number of elements in a cluster (cluster analysis) and (3) inability to identify suppliers who are both highly capable as well as high performers (data envelopment analysis). In the present work, we develop a systematic framework for carrying out the supply base reduction process. The study assumes two important dimensions of suppliers—performance and capability. Performance of a supplier represents short-term effects on the achievement of supply chain objectives while supplier capability indicates long-term effects. Many of the performance and capability factors are imprecise in nature. In order to account for the imprecision involved in numerous subjective characteristics of suppliers, we use fuzzy set approach to measure the imprecision of these factors and rank a potential list of suppliers against their performance and capability. We then display their ranks in a ‘capability–performance matrix’ that helps a decision maker arrange the suppliers in decreasing order of preference. The desired numbers of suppliers are finally selected on the basis of this ordered list. The suggested framework will be of immense help to the practising managers in reducing the supply base—a prerequisite for building a strong supplier partnership and developing an effective supply chain.     

Using supply chain management to leverage a firm's market orientation

Building supplier relationships and becoming more market oriented have similar building blocks and have similar effects. Strong supplier relationships tend to impact the firm's performance, in part, because the firm can respond to customer needs in a more timely fashion. Supplier relationships tend to be stronger in firms where there is cross-functional sharing of supplier and customer information. Market orientation is an organizational culture that focuses the company on generating market information, cross-functionally sharing that market information, and rapidly responding to that market information to positively impact the performance of the firm. This study explored whether the positive effects of strong supplier relationships are enhanced in market-oriented firms. Results support the notion that supplier relationships are one way of leveraging a firm's market orientation through improved customer responsiveness. Cross-functional sharing of information appears to be the link that ties market orientation and stronger supplier relationships together.     

基于物流的供应商管理

企业物资采购不是单纯地指购买行为，而是包括采购各环节在内的一种管理行为，选择最有价值的供应商尤为重要。本文就供应商的审慎选择、风险防范及如何有效激励进行了论述。     

Performance or learning goal orientation: Implications for business performance

An organization's long-term effectiveness and efficiency reflect its learning goal or performance goal orientation. Goal orientation concepts originate in psychology of achievement motivation theory. Goal orientations drive the development and deployment of organizational capabilities, such as market orientation and innovativeness to achieve organizational performance outcomes. Extant research pays little attention to whether or not industry type (services or manufacturing) operates as a significant moderating factor in the relationships among an organization's capabilities, goal orientation, and performance outcomes. This study addresses this gap. The study results indicate a significant moderating effect of industry type on relationship between goal orientation and performance but not between goal orientation and either market orientation or innovativeness. Goal orientation appears to be more important for service industries than for manufacturing.     

How Technology is Changing Retail

Retailing is undergoing a remarkable transformation brought by recent advances in technology. In this paper, we provide a deep discussion of and look ahead on how technology is changing retail, starting with a classification of technologies that impact retailing, in particular, in the COVID-19 and beyond world. We discuss different theoretical frameworks or lenses to better understand the role of technology in retailing. We identify and elaborate on the drivers and outcomes of technology adoption by shoppers, retailers, employees, and suppliers. We speculate on future retail scenarios and outline future research avenues on technology and retailing. We close by concluding that technology is not only reshaping retailing, but also allowing retailing to pivot in the face of new and unforeseen circumstances.     

Where we are heading and the research that can help us get there – Executive perspectives on the anniversary of the Journal of Purchasing and Supply Management

Procurement is a young field with much potential for further business impact in industry and insight generation through research. In this article four executives from different industries and continents offer their perspective on procurement, purchasing and supply management (PSM) capability development potential and research that can support this. These executives each addressed one of the following important themes and provided candid comment regarding the nexus between academia and practice. (1) Emerging industry 4.0 technologies that can enable new PSM capability development. These technologies should be evaluated in terms of what PSM challenges they can help resolve, not just in terms of how technically promising they may be. (2) PSM talent is key to the realization of new PSM capability and the development of this talent will require executive engagement in creating lifelong learning opportunities for PSM professionals to ensure new competencies and capabilities. (3) Sustainability efforts that are often housed in PSM organizations have much potential to expand these efforts more comprehensively throughout the supply chain and to expand the scope of the efforts. (4) Supplier enabled innovation (SEI) offers a pathway for PSM to meet current business needs with suppliers but also to collaborate with suppliers to create new revenue and customer value. The successful achievement of future PSM capability will require leadership in industry and research to help close the gap between known opportunity areas and actual real-world accomplishment. These executive perspective help us to realize that simplified roadmaps and maturity models underestimate interrelations between these four areas of opportunity and no “single path” currently exists.