供应链企业合作创新
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摘要
如今企业间的竞争,已超越原先的单个企业之间的单打独斗,转变为由多个企业结成的供应链之间一争高下的综合竞争。
供应链是物流链,更是价值链,供应链的发展不仅仅要增加价值,也需要创造更多新的价值,来提高供应链的竞争力,而知识创新是创造新价值的根本策略之一。
供应商可以主动邀请制造商加入到合作创新中,弥补供应链上、下游企业资源、技术势力的缺口,合作创造出属于双方新的核心技术,来提高供应链的整体竞争力。这样的合作创新过程,既可增加双方的信任感,又在某种程度上提高了其他竞争对手的进入壁垒,这样的结果是供应商可以优先得到制造商的稳定采购,维持并扩大自身的市场份额。
本文以宝钢阿赛洛激光拼焊项目为案例,从宝钢为应对供应链下游制造商的采购策略转变开始,逐步展开对此项目的萌生、策划、实施和运行情况进行了分析,也这种合作创新模式对供应链企业合作产生的积极意义等各方面进行了分析和研究。
该项目的成立增进了双方互信,建立了更加稳定的合作关系,宝钢获得忠实大客户——上海大众,稳定了市场地位,而上海大众获得了稳定的激光拼焊组件供应源,双方借此平台扩大了更深层次的合作,实现了同步设计和同步制造等先进的供应链协作方式,达到了双赢。
Now, the competition between modern enterprises has become contending alone to competing comprehensively by supply-chain integrated by enterprises.
Supply-chain is a logistic chain, even still is a value chain. It is needed for the improvement of competitive capacity that not only to create more new value but to increase value for the existence and development of supply chain. Then the knowledge Innovation is a ultimate approach of the creation of value.
Supplier may invite the manufacturer in the chain to the cooperative technology innovation actively to make up the insufficiency of resource and competitive strength. Creating out the new core technologies belonged to two parties can improve the whole competitive power of supply chain. In a way, cooperative innovation in the process of collaboration can strengthen the sense of mutual confidence and heighten the rampart for defending against the other competitors. Cooperative innovation can help the supplier obtain the priority of steady purchase from the manufacturer to keep and extend the market share, too.
It is analyzed and researched that the significance of this mode of innovation from the cooperation of enterprises in the chain, based on the case of the project of Baosteel& Arcelor Tailor Metal Co., Ltd, from the germination and the planning to the implementation and the running of this project.
As a result, the mutual confidence had been promoted and the relational level had been further stabilized by the operation of this project. Baosteel had obtained the faithful heavy buyer and her market position had been maintained and elevated. In the meantime, Shanghai Volkswagen had gotten the stable supply of laser tailor-welded blanks.
The Further cooperation was broadened by the operational platform of the project, and it was realized that the synchronous design and the synchronized production, this advanced collaboration mode of supply-chain. Finally, the purpose of win-win was reached.
供应链是物流链,更是价值链,供应链的发展不仅仅要增加价值,也需要创造更多新的价值,来提高供应链的竞争力,而知识创新是创造新价值的根本策略之一。
供应商可以主动邀请制造商加入到合作创新中,弥补供应链上、下游企业资源、技术势力的缺口,合作创造出属于双方新的核心技术,来提高供应链的整体竞争力。这样的合作创新过程,既可增加双方的信任感,又在某种程度上提高了其他竞争对手的进入壁垒,这样的结果是供应商可以优先得到制造商的稳定采购,维持并扩大自身的市场份额。
本文以宝钢阿赛洛激光拼焊项目为案例,从宝钢为应对供应链下游制造商的采购策略转变开始,逐步展开对此项目的萌生、策划、实施和运行情况进行了分析,也这种合作创新模式对供应链企业合作产生的积极意义等各方面进行了分析和研究。
该项目的成立增进了双方互信,建立了更加稳定的合作关系,宝钢获得忠实大客户——上海大众,稳定了市场地位,而上海大众获得了稳定的激光拼焊组件供应源,双方借此平台扩大了更深层次的合作,实现了同步设计和同步制造等先进的供应链协作方式,达到了双赢。
Now, the competition between modern enterprises has become contending alone to competing comprehensively by supply-chain integrated by enterprises.
Supply-chain is a logistic chain, even still is a value chain. It is needed for the improvement of competitive capacity that not only to create more new value but to increase value for the existence and development of supply chain. Then the knowledge Innovation is a ultimate approach of the creation of value.
Supplier may invite the manufacturer in the chain to the cooperative technology innovation actively to make up the insufficiency of resource and competitive strength. Creating out the new core technologies belonged to two parties can improve the whole competitive power of supply chain. In a way, cooperative innovation in the process of collaboration can strengthen the sense of mutual confidence and heighten the rampart for defending against the other competitors. Cooperative innovation can help the supplier obtain the priority of steady purchase from the manufacturer to keep and extend the market share, too.
It is analyzed and researched that the significance of this mode of innovation from the cooperation of enterprises in the chain, based on the case of the project of Baosteel& Arcelor Tailor Metal Co., Ltd, from the germination and the planning to the implementation and the running of this project.
As a result, the mutual confidence had been promoted and the relational level had been further stabilized by the operation of this project. Baosteel had obtained the faithful heavy buyer and her market position had been maintained and elevated. In the meantime, Shanghai Volkswagen had gotten the stable supply of laser tailor-welded blanks.
The Further cooperation was broadened by the operational platform of the project, and it was realized that the synchronous design and the synchronized production, this advanced collaboration mode of supply-chain. Finally, the purpose of win-win was reached.
引文
[1]NAGATANI T. HELBING D Stability analysis and stabilization strategies for linear supply chains 2004(3-4)
[2]Das, T. K.. A resource-based theory of strategic alliances [J]. Journal of Management.2000,26(1):31-62.
[3]Birnbirg, J. G. Control in inter-firm co-operative relationships [J]. Journal of Management Studies,1998,35(4):421-428
[4]Ashino, Prahalad C K The core competence and the corporation[J] Harvard Business Review,1995:68
[5]Lewis, J.D.. Partnerships for profit:structuring and managing strategic alliance [J]. New York:Free Press,1990.
[6]Seungwha (Andy) Chunga Performance effects of partnership between manufacturers and suppliers for new product development: the Supplier's Standpoint [J] Research Policy,2003,(32):P587-603
[7]Hamel, G.. Competition for competence and Inter-partner learning within international strategic alliance [J]. Strategic Management Journal,1991,12:83-103.
[8]Whetten, D. A.. Inter-organizational relations [J]:A review of the field. Journal of Higher Education,1981,52:1-28.
[9]Hamel, G.. Competition for competence and Inter-partner learning within international strategic alliance [J]. Strategic Management Journal,1991,12:83-103.
[10]马丁·克里斯多夫著,何明珂等译.物流与供应链管理[M],北京：电子工业出版社.2006,1：10.
[11]迟晓英,宣国良.正确理解供应链与价值链的关系[J].工业工程与管理,2000,4(1)：29—32
[12]张学坤.供应链中的不确定性分析及对策研究[D].大连：大连海事大学,2006：
[13]郑承志.论基于需求链的企业供应链管理[J].中外管理2009,08：15
[14]陈克松,张若云.供应链管理发展过程与趋势[J].沿海企业与科教2006,01：30-31
[15]刘朝刚供应链合作的稳定性分析[J].科技管理研究2007,27(2)：238-240
[16]王玲供应链网络组织竞合关系研究[M].北京：经济科学出版社 2009,12：78
[17]蔡宁,孟宪锋信息经济中的管理锁定策略及其应用[J].企业经济2003,4：58
[18]迈克尔·迪屈奇[美].交易成本经济学--关于公司的新的经济意义[M].经济科学出版社,1999,3：
[19]王吉林.供应链上下游企业技术创新投入与分析收益[J].管理技术2008,2：99-102
[20]周永红,张千帆.集群供应链企业的开放性技术创新模式[J].业研究2007,9：230-231
[21]汽车技术发展方向-激光拼焊板[N].世界金属导报2009,6(23)：19
[22]司春林等面对集团采购的宝钢股份公司销售策略研究报告[R]：上海：上海宝钢销售面向集团采购销售咨询,2003
[23]周二华,陈荣秋技术开发的类型与创新模式选择的关系[J]科研管理,1999,4：15-20
[24]许庆瑞,蒋键.供应商参与技术创新研究中国地质大学学报(社会科学版) [J]2004,12：6-10
[25]王鹏姬.物流战略稳定性分析综合运输[J]2004,03：21-23
[26]司春林.供应链上下游企业合作研发模式选择研究与发展管理[J],2005,4：76-80
[27]孙国岩,郭耀煌供应链合作及供应商创新投资比较研究商业研究[J],2008,08：
[28]陈逸君.宝钢资产重组与战略管理浅析.宝钢经济与管理[J],2003,5：12-13
[29]司春林.企业创新空间与技术管理[J].北京：清华大学出版社,2005,02：1-3
[30]罗炜企业合作创新的原因与动机[J].科学学研究2001年09期
[31]陶之盈,胡河宁基于内网与外网模型的价值网结构分析经济计划与管理[J].2006,05：26-28
[32]贾若祥、刘毅企业合作与区域发展[M].上海：科学出版社2004：15-20
[33]常丽宏.中缆电气成套公司的供应链管理优化研究[D].上海：华东理工大学,2009年：
[34]于士营.基于供应链管理的产品创新管理研究[D].天津：天津商业大学,2008年：
[35]姚跃光.不完全合同到一体化[D].上海：复旦大学,2004年：
[2]Das, T. K.. A resource-based theory of strategic alliances [J]. Journal of Management.2000,26(1):31-62.
[3]Birnbirg, J. G. Control in inter-firm co-operative relationships [J]. Journal of Management Studies,1998,35(4):421-428
[4]Ashino, Prahalad C K The core competence and the corporation[J] Harvard Business Review,1995:68
[5]Lewis, J.D.. Partnerships for profit:structuring and managing strategic alliance [J]. New York:Free Press,1990.
[6]Seungwha (Andy) Chunga Performance effects of partnership between manufacturers and suppliers for new product development: the Supplier's Standpoint [J] Research Policy,2003,(32):P587-603
[7]Hamel, G.. Competition for competence and Inter-partner learning within international strategic alliance [J]. Strategic Management Journal,1991,12:83-103.
[8]Whetten, D. A.. Inter-organizational relations [J]:A review of the field. Journal of Higher Education,1981,52:1-28.
[9]Hamel, G.. Competition for competence and Inter-partner learning within international strategic alliance [J]. Strategic Management Journal,1991,12:83-103.
[10]马丁·克里斯多夫著,何明珂等译.物流与供应链管理[M],北京：电子工业出版社.2006,1：10.
[11]迟晓英,宣国良.正确理解供应链与价值链的关系[J].工业工程与管理,2000,4(1)：29—32
[12]张学坤.供应链中的不确定性分析及对策研究[D].大连：大连海事大学,2006：
[13]郑承志.论基于需求链的企业供应链管理[J].中外管理2009,08：15
[14]陈克松,张若云.供应链管理发展过程与趋势[J].沿海企业与科教2006,01：30-31
[15]刘朝刚供应链合作的稳定性分析[J].科技管理研究2007,27(2)：238-240
[16]王玲供应链网络组织竞合关系研究[M].北京：经济科学出版社 2009,12：78
[17]蔡宁,孟宪锋信息经济中的管理锁定策略及其应用[J].企业经济2003,4：58
[18]迈克尔·迪屈奇[美].交易成本经济学--关于公司的新的经济意义[M].经济科学出版社,1999,3：
[19]王吉林.供应链上下游企业技术创新投入与分析收益[J].管理技术2008,2：99-102
[20]周永红,张千帆.集群供应链企业的开放性技术创新模式[J].业研究2007,9：230-231
[21]汽车技术发展方向-激光拼焊板[N].世界金属导报2009,6(23)：19
[22]司春林等面对集团采购的宝钢股份公司销售策略研究报告[R]：上海：上海宝钢销售面向集团采购销售咨询,2003
[23]周二华,陈荣秋技术开发的类型与创新模式选择的关系[J]科研管理,1999,4：15-20
[24]许庆瑞,蒋键.供应商参与技术创新研究中国地质大学学报(社会科学版) [J]2004,12：6-10
[25]王鹏姬.物流战略稳定性分析综合运输[J]2004,03：21-23
[26]司春林.供应链上下游企业合作研发模式选择研究与发展管理[J],2005,4：76-80
[27]孙国岩,郭耀煌供应链合作及供应商创新投资比较研究商业研究[J],2008,08：
[28]陈逸君.宝钢资产重组与战略管理浅析.宝钢经济与管理[J],2003,5：12-13
[29]司春林.企业创新空间与技术管理[J].北京：清华大学出版社,2005,02：1-3
[30]罗炜企业合作创新的原因与动机[J].科学学研究2001年09期
[31]陶之盈,胡河宁基于内网与外网模型的价值网结构分析经济计划与管理[J].2006,05：26-28
[32]贾若祥、刘毅企业合作与区域发展[M].上海：科学出版社2004：15-20
[33]常丽宏.中缆电气成套公司的供应链管理优化研究[D].上海：华东理工大学,2009年：
[34]于士营.基于供应链管理的产品创新管理研究[D].天津：天津商业大学,2008年：
[35]姚跃光.不完全合同到一体化[D].上海：复旦大学,2004年：