供应链库存的利益协调机制研究

文章阐述了供应链合作伙伴间的信任关系,探讨了基于shapley值法的利益协调机制,并结合实例,对基于Shaplley值法的利益协调机制进行了说明,以促进供应链上企业合作者间的利益协调。     

供应链整合和管理者研究

市场变化日益加快,企业之间的竞争正日趋演变为供应链与供应链之间的角逐,供应链整合成为趋势。整合供应链不仅是可持续利润的来源,也是对我国现行供应链管理的挑战。文章从供应链的定义入手,分析了供应链管理的瓶颈、终板目标．从理论上阐述了进行供应链整合的必要性和必然性,以模型分析说明了供应链整合创造巨大价值,在此基础上提出了做一个优秀的供应链管理者新的理念。     

有利于实现协同供应链成本改进的两阶段利益分配机制的研究

成本问题是关系到供应链生存发展的关键问题。文章提出一种两阶段利益分配机制,并提出一种成本改进主体及改进成效的判断方法,使得成本改进所带来的额外收益在渠道成员间合理分配,保证大家都有减少成本的积极性。     

核心企业激励节点企业信息化的方式及比较研究

研究了供应链上核心企业对节点企业推行信息化的几种激励策略．分析了核心企业采用命令式、一次性补贴式和价格补贴式促使三种供应商信息化的策略,以及这些策略对核心企业自身、供应商以及整个供应链的产量、利润、净增利润和利润分配等问题进行了研究。得出了采用这些策略必须满足的临界条件,并对这些策略进行了比较研究,提出了三个重要结论。     

配销中心管理信息系统的设计与开发

配销中心是现代商品流通业发展的一种崭新形态,日渐成为国内零售商业界关注的重点,文章从供应链管理的角度对建设配销中心管理信息系统的必要性进行了探讨,在详细了解配销中心业务流程的基础上,分析了配销中心管理信息系统的功能需求,设计了配销中心管理信息系统的功能结构,采用VS．NET作为开发平台,SQL Server作为后台数据库．B／S结构模式作为体系架构开发了配销中心管理信息系统,提高了配销中心的管理效率,实现了供应链各方共赢的目标。     

中国制造业供应链整合的难点分析与对策研究

面对全球化的国际竞争环境．中国制造业面临着前所未有的机遇和挑战,供应链整合是制造业发展的必然趋势,也是中国制造业抓住机遇、应对挑战的有效手段。文章从供应链整合的概念入手,构建了供应链整合的目标模型,着重分析了中国制造业在供应链整合中的难点．同时提出了供应链整合在观念、管理、技术、保障机制等方面的相关对策。     

制浆造纸企业知识管理价值链及其过程能力分析

制浆造纸企业的生产经营活动是不断创造价值的、复杂的动态过程。本文分析了制浆造纸企业实施知识管理的支撑条件,并对制浆造纸企业的知识采集与加工、储存与积累、传播与共享、使用与创新等知识活动过程进行了描述,在此基础上提出制浆造纸企业知识链的有效管理,有利于制浆造纸企业各种能力的提升,有利于企业核心竞争力的增强。     

Economic design of an chart for short-run production

The aim of this paper is to present an economical design of an X chart for a short-run production. The process mean starts equal to μ₀ (in-control, State I) and in a random time it shifts to μ₁>μ₀ (out-of-control, State II). The monitoring procedure consists of inspecting a single item at every m produced ones. If the measurement of the quality characteristic does not meet the control limits, the process is stopped, adjusted, and additional (r-1) items are inspected retrospectively. The probabilistic model was developed considering only shifts in the process mean. A direct search technique is applied to find the optimum parameters which minimizes the expected cost function. Numerical examples illustrate the proposed procedure.     

Dynamic supply chain modeling using a new fuzzy hybrid negotiation mechanism

The key part of dynamic supply chain management is negotiating with suppliers and with buyers. Coordination is essential for successful supply chain management. In order to model coordination among suppliers and buyers in a dynamic supply chain, this paper takes a step further and proposes a new fuzzy- logic-based hybrid negotiation mechanism. In most real-world negotiation situations, agents have a common interest to cooperate, but have conflicting interests over exactly how to cooperate. These situations involve restrictions and preferences that may be vaguely and partly defined. Therefore, this study takes the advantage of fuzzy logic and develops a hybrid negotiation-based mechanism, that combines both cooperative and competitive negotiations. Achieving effective coordination in a multi-agent system is non-trivial as no agent possesses the global view of the problem space. Moreover, the different strategies adopted by agents may produce conflicts. While agents coordinate with each other in the operations, they will negotiate about their strategies to reduce conflicts. The proposed fuzzy hybrid negotiation mechanism allows negotiation agents more flexibility and robustness in an automated negotiation system. The proposed mechanism not only helps sellers and buyers to explore various new choices and opportunities that the e-markets offer but also allows them to identify and analyze their resource constraints in a given schedule, and helps them to explore and exploit many alternatives for a better solution. The efficacy of the proposed approach is demonstrated through an illustrative example.     

Supply contract with options

The purpose of this paper is to analyze the impact of an option contract for two companies of a supply chain: retailer and supplier. With an option contract the retailer orders a quantity of units and has the right to modify his order if necessary. A model to calculate the performance of an option contract in terms of contract value for the two companies engaged is presented. The two considered cases are multiple suppliers and one retailer, and one supplier and one retailer. The performance improvement obtained using this kind of contract is compared by simulation.