供应链合作伙伴关系的战略定位和动态评价

上海交通大学硕士学位论文供应链合作伙伴关系的战略定位和动态评价姓名：薛正亮申请学位级别：硕士专业：企业管理指导教师：王毅捷2003.1.1SWOTSTRATEGICANALYSISANDDYNAMICEVALUATIONOFPARTNERSHIPINTHESUPPLYCHAINABSTRACTTheintegrationofsupplychainhelpstodeploylimitedsourcesmoreefficiently,eliminatewaste,reducecost,optimizeprocess,andincreaseprofit,thengainingcompetitiveadvantagesofsupplychainandfinallybenefitingallmemberswithinit.Supplychainmanagementnotonlyintegratesmaterial,fund,andinformationbutrelationshipaswell.Intheabsenceofcooperation,thereisnochanceforsuccessfulintegrationofmaterial,fund,andinformation.Thepaperfocusesonthestrategicanalysesandevaluatingmethodsofpartnershipinthesupplychain.Thepaperfirststudieshowacompanydeterminesthelevelofitsrelationshiptowardoutsidefirms.AccordingtotheSWTOtheory,thepaperextendsthePortermodelinthesupplychaintoanalyzethecompetitiveenvironmentandthetendencyofintegrationasviewedfromaparticularcompany,comparesitssupplychainwiththeotherstofindoutitsstrengthandweaknessinoperation,thenmakesadecisionontheboundaryofcompanythatrunsvariousbusinessescontinuouslyholdingitscorecapability,andfinallydeterminesthecooperativelevel.Secondly,thepaperdividesthestageofrelationshipdevelopmentintofourphases:bargaining,elementarycooperation,interdependence,andhighintegration,describingthecharacteristicsofthesestagesandmeasuringthelevelofrelationshipbythefeatures.Thirdly,thepaperstudiesontheprinciplesofdevelopingfriendshipfromrivalrytointimacy.Thepaperstatisticallyanalyzesthefactorsaffectingdevelopmentofcollaborationonthebasisofquestionnaires.Itisfiguredoutthatcooperativebenefitanditsallocation,credit,supportsoflead,communication,andcorporationcultureplayimportantrolesindevelopingrelationship.Thesefactorscanbeclassifiedinthreecategories:driversthatprovidethemotivationtopartner,partnershipthatincludesactivitiesandfriendshipincooperation,andfacilitatorsthatareelementsofacorporateenvironmentallowingarelationshiptogrowandstrengthen.Thepaperusesdifferentialequationstoillustratethedynamicmechanismofprogressivefriendshipinasystemthatiscomposedofmultiplemembers,anddemonstratesthatthelevelofrelationshipiscorrespondentwiththequalityandquantityofcooperativeactivitiesandthefeaturesoffriendship.Sotheycanbeusedtomeasurethelevelofrelationship.Differentmethodssuitdifferentstagesincollaboration.Themethodsofevaluatingpartnershipcanbeclassifiedtotwoways,namelytheevaluationinordertoselectpotentialpartnersandtheevaluationinordertodeveloppartnership.Thispaperemphasizestheevaluationfordevelopingpartnership.Theevaluationmodelincludesthreecorrespondingpartsofdriver,partnership,andfacilitator:conjunctbenefit,cooperativelevels,andinfrastructure&investment.Themodelquantifiesthesefactorsinseveralwayssuchasprobability-satisfactiondegree,AHP,etc.Theevaluatingprocedureisaclosed-loopone,soitcanbeappliedinpromotingfriendshipstepbystep.Finallyacasestudyisdonetoevaluatethecooperativeprospect.KEYWORDSsupplychain,cooperation,partnership,systemsdynamics,dynamicevaluation11.11.1.121123CustomizedServiceMassProductionMassCustomization21.1.2213.23/41.1.321.1.2213.23/41.1.321.1.2213.23/41.1.33,1-1-a1-1-b1.1bCategorymanagementKeyaccountingmanagementR&DChristopher(1997)R&D1.1aFigure1.1-atraditionaltransactioninterfaceFigure1.1-bestablishingtightco-operationwithinawiderange41.241.251.2Figure1.2thelogicofthesis62.152-1Figure2-1theprocedureofsupplychainintegration72.2Figure2-2thecompetitiveenvironmentinthesupplychain820/80202.2.1820/80202.2.192.2.2041.2-101230142.1042-201230111209P11293/2013.45P11293/2002.453.11max()2-3101010102.2.31.pC]4,0[∈pCpC4pCP]4,0[∈PPtC]4,0[∈tC4tCT]4,0[∈ToutEpCtCinE2tpinCCE+=inEoutECE12CEP]4,0[,4)24(∈-++=PPECCEouttCET]4,0[,4)24(∈-++=TTECCEoutpWTO2.[4][6]WTO20max(2,0)=203133422outE=[2+max(2,0)+max(0,0)+2]/4=1.5tC=3+0/2=1.5T=2.5pC=3+4/23.5P=0.5CE=[1.5+(1.5+3.5)/2]/2=2{[4+max(2,0)+2]/3+3}/2=2.83[(3+0+2)/3+0]/2=0.83233422Figure2-3themodelanalyzingthecompetitiveenvironmentofelectricsupplychain143.ITAV2.3143.ITAV2.3152-42-42.4152-42-42.4162.4.1162.4.1172-4Figure2-4thematrixadjustingtheboundaryofcompany182-52.4.2BPR2-5Figure2-5thedecisionbetweenoutsourcingandself-manufacturing182-52.4.2BPR2-5Figure2-5thedecisionbetweenoutsourcingandself-manufacturing19[2]2-62-6Figure2-6therelationofcooperationoutsideandstrategiccoreinside20213.13.1.13-1[1][1,11,etc.]223-1Figure3-1thepyramidofrelationshipamongcompanies233.1.23-2[2]3-2Figure3-2thefeatureofproductsandthestructureofsupply-demandmarketADR233.1.23-2[2]3-2Figure3-2thefeatureofproductsandthestructureofsupply-demandmarketADR243.23.3243.23.3243.23.3253.4253.4263.53.63-1263.53.63-1263.53.63-1273-101233-23-201233-30451314~2223~2728294.14.1.1brainstorm22254432126304.1.24-1t5ABCDE4-1T3.76923080.2646153.52.668725A3.46153850.4184623.5-0.30317A3.42307690.4938463.5-0.55815A3.42307690.4138463.5-0.60971A3.19230770.32153831.729286B3.03846150.59846230.25351B2.96153850.5984623-0.25351B2.76923080.6646153-1.44338B2.65384620.3153852.51.396861C2.61538460.6461542.50.731925C2.53846150.7384622.50.228218C2.53846150.6584622.50.241684C2.53846150.5784622.50.257855C2.50.52.50C2.4