Missing Markets and Redundant Reservoirs

This paper uses a two-sector, two-period,spatial model of groundwater usage withstochastic surface water supply to illustratethe potential for the suboptimal management ofthe timing of groundwater uses. A ``timeprofile externality' is said to exist when thetiming of groundwater extraction by one set ofusers impacts on the time profile of wateravailability to another set of users. Theexistence of the time of use externalitydepends on the presence of importantdifferences in the preferences between thecontrol and non-control sectors. It alsodepends on the absence of the markets thatwould internalise these differences. Oneimportant implication of the existence of suchexternalities is that they can inducesub-optimal insurance investments in the formof water storage capital, i.e., unnecessarysurface water reservoirs.     

会计在风险管理中的作用

风险无处不在,如何在管理中规避或利用风险是企业成功的关键之一.企业应在分析风险成因的基础上,对风险计量、会计披露制度、会计信息的反馈控制功能在风险管理活动中的作用进行分析,从会计学角度采取风险管理的具体措施.     

企业合同管理制度创新初探

合同是企业与外部进行物流、资金流、信息流交换的基本形式；当前我国市场规则和秩序还不很规范，合同极易被不法分子利用，进行各种违法犯罪活动，企业就可能因此蒙受巨大的经济损失。因此，搞好合同管理，是维护企业合法权益的最基本的要求。文章从分析目前企业合同管理中存在的问题人手，提出完善和创新企业合同管理的建议。     

工程项目管理虚拟组织的构建及运行

建筑工程项目管理是一项复杂的系统工程，面对知识经济的挑战，针对当前的建筑工程项目应如何进行科学管理问题，提出应利用虚拟组织的形式，借助网络平台在工程项目管理中引入知识管理，通过管理各方知识的交流、整合、优化、应用，实现建筑工程整体化，力争以最小的成本最佳的完成项目的建设目标。     

新形势下施工企业管理理念探讨

随着中国市场经济体制改革的深化，世贸经济组织的加入，建筑市场环境的变化，企业改制及经营特型的开展，施工企业如何立足于国内市场，打入国际市场，面临着又一次大发展的机遇与挑战。本文通过综合分析，对我国建筑施工企业管理思想提出了一些初步的看法，供有关管理人员参考。     

虚拟财务管理研究

为了适应全球经济一体化的新形势，使财务管理满足国际化的要求，文章提出了虚拟财务管理概念，阐述了虚拟财务管理的特点及其与传统财务管理的区别，论述了虚拟财务管理的基本内容，分析了实现虚拟财务管理存在的障碍和困难并提出了改进建议。     

IP电话系统中SNMP代理的实现

结合对简单网络管理协议（SNMP）的研究，分析了Agent 网管代理开发包，并介绍了利用Agnet 实现IP电话系统中SNMP代理的过程。     

Implementing reverse e-auctions: A learning process

Reverse e-auctions, which enable suppliers to compete on-line in real-time, are changing the way organizations select their suppliers. We explore how five large firms in different industries learned to use e-auctions, and how e-auctions were integrated into their purchasing processes. To successfully implement e-auctions, organizations should: (1) build e-auction competencies; (2) organize for knowledge management; (3) create a holistic sourcing process; (4) focus on the total cost of ownership; and (5) experiment with e-auction designs. Key observations are drawn from the case studies, and implications for supply managers are presented.     

Setting operating policies for supply hubs

This paper deals with the joint management of operations at the supply hub for the customer and the upstream supplier. Different operating conditions are considered, namely, backordering, minimum and maximum specified inventory levels. Some analytical insights on better managing suppliers operating under a vendor managed inventory program are presented. Essentially, we show that the penalty cost imposed on over- and under-stocking, and the min–max policy for hub inventory reside in the power of the hub operator. The relationship between supply hub policy and performance measures is quite complex and non-linear in nature. We suggest a structured hierarchical approach which can help supply hub in achieving balance between various parties involved in chain. A numerical example and an algorithm are included to highlight this result.