在华跨国企业的物流战略分析

上海交通大学硕士学位论文在华跨国企业的物流战略分析姓名：张贤申请学位级别：硕士专业：交通运输规划与管理指导教师：赵一飞20060101ANALYSISOFMULTINATIONALCORPORATION’SLOGISTICSSTRAGYINCHINAABSTRACTAlongwiththedevelopmentofChina’sreformandopeningprocessandtheimprovementofChina’sbusinessenvironment,mostofthefamousmultinationalcorporationssetuptheirsubsidiarycompaniesinChinaandconsideritasanimportantcomponentinthesecompaniesglobalvaluenetwork.Themultinationalcorporationswanttooptimizeitsglobalresourceallocation,inordertogaintotalcompetitiveadvantage.BecauseofthemultinationalcorporationscharacteristicsanddevelopmentofthosesubsidiarycompaniesinChina,designoflogisticsstrategyandlogisticsoperationmanagementbecomeoneoftheemphasesinthemanagementandadministrationofthesemultinationalcorporationsinChina.Basedonthepointthatacompany’slogisticsstrategyisdeterminedbybusinessstrategy,thecompetitivecompanies’businessstrategyundersupplychaincompetitionenvironmentisdiscussedfirstinthispaper,whichcanbeconcludedas‘buildingupahigheffectivesupplychainsystemandbecomingtheauthoritativememberinit’.Obviously,multinationalcorporationshavecompetitiveadvantageinChina,sointhesecondpartofthispaper,thebusinessstrategyofmultinationalcorporationsinChinaisadvanced,basedonthediscussionaboveandthedevelopmentpathofthem.Also,thetypicalsupplychainstructureofthesecompaniesisanalyzedinthispart.ThebusinessstrategydecidesthatthemultinationalcorporationsinChinashouldtryitsbesttoselectandbuildupalocalizedsupplychainsystemanddevelopitscorecompetency,so,thelogisticsstrategyofthesecompaniesisalsoanalyzedfromthesetwoaspectsinthirdpartofthispaper.ThesemultinationalcorporationsinChinashouldtaketheroleoflogisticsleaderswiththeresponsibilityofplanningthelogisticsoperationthroughoutsupplychaintogainmoreprofit.Afterthat,thecontentofacompany’slogisticsstrategyisalsodescribedindetailtogetherwithanevaluatingsystemforlogisticssolutions.Attheend,alltheviewpointsdiscussedaboveareillustratedwithanactualexampleasaconclusion.KEYWORDS:multinationalcorporationsinChina,logisticsstrategy,businessstrategy,supplychain,corecompetency20060123200601232006012331.11.1.1500400170%90%70%90%120040641.1.240BrewerRosenzweig(1961)2(Porter,1985)35()4()()2StanleyHBrewer,JamesRosenzweig,RhochrematicsandOrganizationalAdjustments,CalifomiaManagementReview,1961,3(3)3·199751-119992000200120022003200420051114181653560037214251-1KPMG1-297%93%86%76%90%85%75%55%0%20%40%60%80%100%120%1-14Fig1-1ProportionofStrategyinAmericanCompanies’DifferentDepartments42003867%23%22%49%42%62%0%10%20%30%40%50%60%70%$10$10$50$50$200$200$500$500$1000$10001-25Fig1-2ProportionofAmericanCompanieshavingLogisticsStrategy(dividedbyannualsales)1.25200387()8Prisoners’Dilemma2.12.1.1MichaelE.Porter2-12-1Fig2-1Porter’sCompetitiveModel92-22-2Fig2-2ValueChainandItsStructure2-2;102.1.22.22.2.110~15CompetitivePriorities112.2.23-13-1122.3132.3.1(Cool&Henderson,1998)178()()()6()6Cool,K.&Henderson,J.,PowerandFirmProfitabilityinSupplyChains:FrenchManufacturingIndustryin1993,StrategicManagementJournal,19(1998)14.2.3.27a.7199915b.c.2.3.316/2-3Fig2-3Company’sBusinessStrategyunderSupplyChaincompetitionEnvironment173.13.1.1197820902090309019972090213.1.220035302004606.303000190171810127085.9%93.1%54.6%80%50%50040030212164200367001990-199227.4%1999-200142.5%60%3-120049%%32279295399.28486.92402.3821.0185639084-5.74130.99112.216.759961178-15.4525.1830.12-16.39226831925617.8325.41257.8326.21372176.194.252.2390.52001.090000019200330WTO2090+302020700400420001493.1.3208020031117300012321WTOWTO3.23.2.180~9095%3.2.290~22200111034411872023100:70()3.2.3~10243.23.2.1(DisciplineoftheMarketLeaders):3-23-23-2253-12681%57%43%5523-18Fig3-1ProfitofAmericancompaniesinChina3.2.23-23-2Fig3-2StructureofInternationalCompany’sSupplyChain8200412n12n12n12n27JIT3-33-3Fig3-3TheEvolutionofInternationalCompany’sSuppliers283.2.13-49Fig3-4NumberOneGoalforChinaBusinessofAmericanCompanies92004293.2.3304.14.1.16.3641/32/370%4.81511()4.1.231QRECRJIT324.24.2.1334.2.1TCL104-14-2TCLRDCRDCRDCRDC4-1Fig4-1XidanStore’sLogisticsSysteminBeijing102005’20051234TCLRDCRDCRDCRDCTCL4-2TCLFig4-2TCL’sLogisticsSysteminBeijing4-3TCLRDCTCLRDC4-3TCLFig4-3TCLandXidan’sIntegratedLogisticsSysteminBeijingTCLTCLRDCRDCTCLRDCTCLRDCRDC4-4TCL35TCLRDCTCLRDC4-4TCLFig4-4TCLandXidan’sOutsourcedLogisticsSysteminBeijingTCLRDC4.3.36104(4-1)4-5Fig4-5PyramidofCompany’sLogisticsStrategy4.3.1VMI.UiiiivwuwU21+=4-137iuiiviiw1iw2ii11211=+∑∑==niimiiww4-21w2w121=+ww4-3()()()11w2wiuiviu(iv)(02=w)(01=w)1w2w1wρ11≤≤wρ4-4UiiiivwuwU21+=4.3.238114-111200402394-24-3404.3.3()()3PL::4.3.4414.4()()()4.4.1CIECIE−=4-5CIfI4.5CIf=4-642I'I4.4.2KPI1KPI2KPI4-AC7B3B2C3C6C4C18C16C15C19C10C9C8C5C20C17C1C2B1C12C11C14C134-2Fig4-2EvaluationSystemofLogisticsOperationsB1C143C2C3C485%C5C6B2C7/C8C9C10C11C12B3C13C1444C15C16C17C18C19C20AnalyticalHierar-chyProcessAHPFuzzyComprehensiveEvaluation,FCE204-2B=1B,2B,3BC=1C,2C,,20CiBi=1,2,3,jC(j=1,2,,20){}54321,,,,vvvvvV=lvl=1,2,3,4,51v2v3v4v5v{}123,,Aaaa=iaiB1A2A3AjC{}kxX=k45B=1B,2B,3B{}1123456,,,,,BCCCCCC={}2789101112,,,,,BCCCCCC={}31314151617181920,,,,,,,BCCCCCCCC=VF575