跨国企业供应链管理研究--以沃尔玛为例

ResearchonMultinationalCorporationSupplyChainManagementanditsimplicationstoChinaSchoolofManagementandEconomicsContent1234ArticleOverviewApplicationStatusofSCMWeaknessandSolutionsComparison5ConclusionSchoolofManagementandEconomicsArticleOverviewArticleStructureSignificanceofmyresearchNewConceptWidelyuseinmultinationalenterprises,especiallyinU.S.andEuropeGivecompetitionadvantagestoChina’senterprisesinglobalmarketPointouttheweaknessinChina’senterprises’SCMapplicationSchoolofManagementandEconomicsApplicationStatusofSCM(Part1)InForeignMarketStartedin1982Undergonefiveperiod,nowbecomematureCreatetimeIntegrationTimeGlobalizationProfessionalageSCM2.0WidelyuseinretailindustryFuturedevelopment:ElectronizationWal-Mart’sSCMSystemAnalysisWal-Mart’sSCMmodelDividedintofourparts:Wal-Mart’ssuccessfulexperienceI.StableSupplierII.EffectivecustomerfeedbackmanagementIII.Theworld'sleadinginformationtechnologySupplierManagementCustomerDemandManagementLogisticsandDistributionInformationTechnologySchoolofManagementandEconomicsInDomesticMarketDevelopmentofSCMinChina(ThreePeriod)AttheinitialstageofSCMUnevendevelopmentApplicationStatusofSCM(Part2)SUNING’sSCMSystemAnalysisDistributionSystem:5000deliveryvehicles1000supplywarehouseIMS:Optimizecorporation’sinternalandexternalsupplychainmanagement;strengthenlogisticcapabilitiesMIS:Includinginternalreportingsystem,marketingintelligencesystem,marketingresearchsystemandmarketingdecisionsupportsystem--1980•HavenoideaofSCM1980-2000•EarlystageofSCMdevelopment2000--•InnerintegrationtimeSUNING’sSCMmodelDistributionSystemInventoryManagementSystemManagementInformationSystemSchoolofManagementandEconomicsComparisonofSCMinforeignanddomesticmarketStructure:Foreignenterprise:RefocusingstrategyGreensupplychainmanagementDomesticenterprise:NonmatureSCMmanagementstructureexistTechnology:Foreignenterprise:IDcodetechnologyBarcodetechnologyElectronicDataInterchangePointofsaleinformationDomesticenterprise:Usethesametechnology,butlowermaturityElectronicSCM:Foreignenterprise:ProfessionalSCMsoftwareBusinessIntelligenceSystemDomesticenterprise:OnlyfewlargeenterpriselikeJingDong,SUNINGuseelectronicSCMsystemInventoryManagement:Foreignenterprise:VendorManagedInventory(VMI)JointlyManagedInventory(JMI)Domesticenterprise:MostlyusethevendormanagedinventorySchoolofManagementandEconomicsWeaknessandSolutionWeaknessAnalysisSolutionI.ImplementthestrategyofsupplychainmanagementindetailII.ChangeideasandmanagementmodelIII.AcceleratetheinformatizationofenterprisesIV.OptimizetheSCMprocessandstructureV.ReasonableselectionofpartnerinsupplychainInnerproblemoftheSCMIdeafallbehind,lackofstrategicvisionSCMperformanceevaluationproblemsHardtobuiltstrategicpartnerrelationshipLackofagilityandflexibilityinlogisticssystemInformatizationconstructionproblemsProblemsinconstructingglobalSCMEnterprisetypeisrelativelysingle,mainlyinmanufacturingChina'senterprisesalwaysrunlow-endproductionFailuretousethecomparativeadvantageofotherenterprisesSchoolofManagementandEconomicsConclusionI.Chineseenterprisesneedtodevelopadetailedandreasonablesupplychainmanagementstrategies.II.China'senterpriseshasanurgentneedtoacceleratetheinformatizationconstruction.III.Chinaneedstovigorouslydevelopsupplychainmanagementexpert.SchoolofManagementandEconomicsThankyouforlistening!!SchoolofManagementandEconomics