电信物资流通企业深化供应链管理的研究
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摘要
进入21世纪,电信技术与通信运营商的上市后市场化运作迅猛发展,使电信物资流通企业的生存环境与运作方式发生了深刻的变化。脱胎于传统计划经济邮电模式的电信物资流通企业,一方面业务上还大体运作着简单买入卖出的商业中介模式,另一方面要面对技术与业务模式日新月异的通信产业大环境的急剧变化。目前,它依靠成本优势与政策优势的竞争空间越来越小,利润不断走低,因此存在着急需适应通信业发展的大潮,深化有效的企业转型的迫切需求。
供应链管理的概念产生于在上世纪80年代中期。供应链管理既是一种新的管理理论,也是一种新的经营模式。它的含意除了包含与商品运动相关的各种活动外,还包括组织间的协调活动和事业流程的调整活动,体现了供应链关系基础上各种活动的有机整合。
当今供应链管理的理论核心思想实质是为了满足最终客户的需求,基于企业间的共同利益,对围绕提供某种共同价值产品或服务的相关企业的有效资源进行优化整合。目前,通信业环境整体发生了改变:通信运营业进入几大运营商竞争时代,通信运营商的ARPU值全面下滑,其收入增长趋缓。通信运营商需求也产生了变化:通信运营商资本性投资支出减少,其直接向厂商采购方式增多,对服务水平专业性要求更为突出。广东电信物资流通企业面对内外实际现状的挑战,必须实行深化供应链管理下的业务转型。深化供应链管理的方向在于突破传统的企业生存与发展方式,实现对现代流通方式的变革,并适应现代生产方式的产生和发展,需要考虑外部资源、系统性、共赢互惠、满足需求的各项要素。
供应链管理战略模型是企业制定和实施供应链管理战略的一个分析框架。需要在层次上分析三个方面:(1)横向层面的行业与竞争关系分析,它体现了供应链上某一行业环节上同类企业之间的相互关系;(2)内部层面的内在资源与竞争能力分析,它体现了企业对自身核心竞争能力进行分析,确认企业实力边界的可能范围,寻求企业内部能力和外部环境的结合点;(3)纵向层面的上下游关系,它体现了供应链不同环节之间的相互间的商业关系,以此为基础,企业可以凭自己的竞争优势在供应链上进行定位并实施供应链战略。广东电信物资流通企业的业务发展归纳为采购代理、产品营销、技术服务、物流服务、进出口贸易的五种业务种类。相对于竞争对手存在信誉、品牌、资金、业务流程经验、信息等的优势。专注于文化资源,知识资源,资金资源,人力资源,信息资源与创新能力,资源综合运用能力,是产生电信物资流通企业核心竞争力的因素,它能使电信物资流通企业持久地实施低成本战略和差异化战略。在激烈的市场竞争当中,电信物资流通企业只有很好地建立供应链战略资产观,把过去简单的买卖关系,变成根据不同的产品特性与业务种类整合上下游的企业与产品资源的能力,加入产业运营供应链,成为类似于“价值链上的指挥者和管家”,才能提升与体现自身的核心竞争优势。
深化供应链管理的体系构成与实施运行是一项综合性创新工作。广东电信物资企业的经营单位要以顾客为中心、专业小型化并具有创业精神,利用绩效激励机制作为商业发展的管理手段,满足经营产品技术专业化、组织扁平化接近市场、流程化而非职能化、体现团队式管理、让员工满足自身发展的各种需要;以与上下游企业的合作模式作切入点,实现资金型、市场型、成本型、效率型、战略型的有效合作是深化供应链管理的有效手段;建立内部、企业间、支撑性、规划性四个基本层次应用系统与流程制度是供应链管理实施的有力保证;根据不同的经营产品板块搭建平台或构建渠道,让成熟的社会需求与需开拓的市场需要均得到利用;打造基于有形网络技术的信息系统与无形网络的传输渠道,保证商机类与运营类有效信息的获取,以及在供应链上合作伙伴的共享与有效使用,并共同协助业务运作。
供应链管理是为适应分散化网络制造环境、分散化供需商机撮合中发展起来的全新管理方式。电信物资流通企业供应链管理的发展趋势是呈现出深层次介入物资流通企业的营销活动中,并更加综合及加大对非通信领域进入。
Telecommunications technology and marketing operation after communication carriers’public offering is making rapid development when coming into 21 century, which made the survival condition and operating manner of telecommunications materials distribution firm come about profound transformation. Being born out of traditional planned economy post-and-telecom mode, telecommunications materials distribution firm is running primitive buy-and-sell commercial intermediate mode on one hand, and is facing steep changes of communication industrial macro-condition with technological and business pattern’s rapid progress on other hand. Up to now, the competitive space replying on superiority of cost and policy is becoming less and less, when profit has being dropped continually. Therefore, there is an urgent need that the enterprise should adapt itself to the big trend of communication industrial development and deepen effective enterprise transformation.
The concept of supply chain management arose from the mid-term of 80s of previous century. Supply chain management is either a new managerial theory or a new running mode. It implicates not only various activities relating to merchandise moving, but also coordinating activities between organs and consolidating activities of affairs flow. It reflects the organic integration of various activities on the basis of supply chain relation.
Nowadays the core of supply chain management theory is essentially to meet the need of end-users and to optimize and integrate the effective resources of relative enterprises which provide some products or services with common value on the basis of the same benefits. At present, it comes about whole changes in communication conditions such that the age comes that there is competition among a few big carriers in the field of communication, the ARPU value of communication carriers slip down completely, and its income growth become slower and slower. There are also changes in the need of communication carriers such that the capital investment from communication carriers is decreasing, the purchasing manners directly from manufacturers are increasing, and the requirement for professional services become highlighted. The materials distribution firms of Guangdong Telecom must deepen the business transformation of supply chain management, facing actual challenges inside and outside. The direction of deepening supply chain management is to break through the traditional means of enterprise survival and development, to realize the reformation of modern distribution manner, to adapt them to modern production form, and to think about various main factors of exterior resources, systematicalism, win-win and mutual benefit, and meeting need.
The are five business types of purchasing agency, product marketing, technical service, logistics, and foreign trade in the course of business development of the materials distribution firms of Guangdong Telecom. There are superiorities comparing to rivals such as reputation, brand, fund, experience of business procedure and information, etc. They specialize in cultural resource, knowledge resource, fund resource, human resource, information resource, creative ability, and the competence of making synthetic use of resources, which results in the core competitiveness of the materials distribution firms of Guangdong Telecom. Therefore they can go on using the strategies of low cost and discrepancy. Only should they well form capital concept of supply chain strategy, transform primitive buy-and-sell relation to the competence of integrating up-down stream firms and product resources according to product characteristics and business sort, add the industrial management supply chain, and become like the director and chamberlain of the value chain, the materials distribution firms of Guangdong Telecom could uplift and present their core competitive superiority during the intense competition.
It is a synthetic job of systematic structure and execution of deepening supply chain management. The managerial unit should focus on customer, profession-small scale and creation spirit, use incentive mechanism as management method of commercial development, meet the requirement of product professionalism, organ flat to market, and strengthening process but not function, present team management, and satisfy the need of self-development of employee. The materials distribution firms of Guangdong Telecom achieve the cooperation of the type of fund, market, cost, efficiency, and strategy with the breakthrough point of cooperating with up-down stream firms. They should set up four basic levels of applied and flow system of inside, between firms, supporting, and planning to guarantee the execution of supply chain management. They should build up the platform or channel as per various product sort to make good use of the need of mature society and developing market. They should also establish information system of tangible network technique and transmitting channel of intangible network, in order to get the effective information about opportunity and management which should be shared and utilized among partners in the supply chain and assist business conduction.
The development trend of the telecommunications materials distribution firms supply chain management is to get deeply involved in the marketing of materials distribution firms, esp. beyond the field of communication.
供应链管理的概念产生于在上世纪80年代中期。供应链管理既是一种新的管理理论,也是一种新的经营模式。它的含意除了包含与商品运动相关的各种活动外,还包括组织间的协调活动和事业流程的调整活动,体现了供应链关系基础上各种活动的有机整合。
当今供应链管理的理论核心思想实质是为了满足最终客户的需求,基于企业间的共同利益,对围绕提供某种共同价值产品或服务的相关企业的有效资源进行优化整合。目前,通信业环境整体发生了改变:通信运营业进入几大运营商竞争时代,通信运营商的ARPU值全面下滑,其收入增长趋缓。通信运营商需求也产生了变化:通信运营商资本性投资支出减少,其直接向厂商采购方式增多,对服务水平专业性要求更为突出。广东电信物资流通企业面对内外实际现状的挑战,必须实行深化供应链管理下的业务转型。深化供应链管理的方向在于突破传统的企业生存与发展方式,实现对现代流通方式的变革,并适应现代生产方式的产生和发展,需要考虑外部资源、系统性、共赢互惠、满足需求的各项要素。
供应链管理战略模型是企业制定和实施供应链管理战略的一个分析框架。需要在层次上分析三个方面:(1)横向层面的行业与竞争关系分析,它体现了供应链上某一行业环节上同类企业之间的相互关系;(2)内部层面的内在资源与竞争能力分析,它体现了企业对自身核心竞争能力进行分析,确认企业实力边界的可能范围,寻求企业内部能力和外部环境的结合点;(3)纵向层面的上下游关系,它体现了供应链不同环节之间的相互间的商业关系,以此为基础,企业可以凭自己的竞争优势在供应链上进行定位并实施供应链战略。广东电信物资流通企业的业务发展归纳为采购代理、产品营销、技术服务、物流服务、进出口贸易的五种业务种类。相对于竞争对手存在信誉、品牌、资金、业务流程经验、信息等的优势。专注于文化资源,知识资源,资金资源,人力资源,信息资源与创新能力,资源综合运用能力,是产生电信物资流通企业核心竞争力的因素,它能使电信物资流通企业持久地实施低成本战略和差异化战略。在激烈的市场竞争当中,电信物资流通企业只有很好地建立供应链战略资产观,把过去简单的买卖关系,变成根据不同的产品特性与业务种类整合上下游的企业与产品资源的能力,加入产业运营供应链,成为类似于“价值链上的指挥者和管家”,才能提升与体现自身的核心竞争优势。
深化供应链管理的体系构成与实施运行是一项综合性创新工作。广东电信物资企业的经营单位要以顾客为中心、专业小型化并具有创业精神,利用绩效激励机制作为商业发展的管理手段,满足经营产品技术专业化、组织扁平化接近市场、流程化而非职能化、体现团队式管理、让员工满足自身发展的各种需要;以与上下游企业的合作模式作切入点,实现资金型、市场型、成本型、效率型、战略型的有效合作是深化供应链管理的有效手段;建立内部、企业间、支撑性、规划性四个基本层次应用系统与流程制度是供应链管理实施的有力保证;根据不同的经营产品板块搭建平台或构建渠道,让成熟的社会需求与需开拓的市场需要均得到利用;打造基于有形网络技术的信息系统与无形网络的传输渠道,保证商机类与运营类有效信息的获取,以及在供应链上合作伙伴的共享与有效使用,并共同协助业务运作。
供应链管理是为适应分散化网络制造环境、分散化供需商机撮合中发展起来的全新管理方式。电信物资流通企业供应链管理的发展趋势是呈现出深层次介入物资流通企业的营销活动中,并更加综合及加大对非通信领域进入。
Telecommunications technology and marketing operation after communication carriers’public offering is making rapid development when coming into 21 century, which made the survival condition and operating manner of telecommunications materials distribution firm come about profound transformation. Being born out of traditional planned economy post-and-telecom mode, telecommunications materials distribution firm is running primitive buy-and-sell commercial intermediate mode on one hand, and is facing steep changes of communication industrial macro-condition with technological and business pattern’s rapid progress on other hand. Up to now, the competitive space replying on superiority of cost and policy is becoming less and less, when profit has being dropped continually. Therefore, there is an urgent need that the enterprise should adapt itself to the big trend of communication industrial development and deepen effective enterprise transformation.
The concept of supply chain management arose from the mid-term of 80s of previous century. Supply chain management is either a new managerial theory or a new running mode. It implicates not only various activities relating to merchandise moving, but also coordinating activities between organs and consolidating activities of affairs flow. It reflects the organic integration of various activities on the basis of supply chain relation.
Nowadays the core of supply chain management theory is essentially to meet the need of end-users and to optimize and integrate the effective resources of relative enterprises which provide some products or services with common value on the basis of the same benefits. At present, it comes about whole changes in communication conditions such that the age comes that there is competition among a few big carriers in the field of communication, the ARPU value of communication carriers slip down completely, and its income growth become slower and slower. There are also changes in the need of communication carriers such that the capital investment from communication carriers is decreasing, the purchasing manners directly from manufacturers are increasing, and the requirement for professional services become highlighted. The materials distribution firms of Guangdong Telecom must deepen the business transformation of supply chain management, facing actual challenges inside and outside. The direction of deepening supply chain management is to break through the traditional means of enterprise survival and development, to realize the reformation of modern distribution manner, to adapt them to modern production form, and to think about various main factors of exterior resources, systematicalism, win-win and mutual benefit, and meeting need.
The are five business types of purchasing agency, product marketing, technical service, logistics, and foreign trade in the course of business development of the materials distribution firms of Guangdong Telecom. There are superiorities comparing to rivals such as reputation, brand, fund, experience of business procedure and information, etc. They specialize in cultural resource, knowledge resource, fund resource, human resource, information resource, creative ability, and the competence of making synthetic use of resources, which results in the core competitiveness of the materials distribution firms of Guangdong Telecom. Therefore they can go on using the strategies of low cost and discrepancy. Only should they well form capital concept of supply chain strategy, transform primitive buy-and-sell relation to the competence of integrating up-down stream firms and product resources according to product characteristics and business sort, add the industrial management supply chain, and become like the director and chamberlain of the value chain, the materials distribution firms of Guangdong Telecom could uplift and present their core competitive superiority during the intense competition.
It is a synthetic job of systematic structure and execution of deepening supply chain management. The managerial unit should focus on customer, profession-small scale and creation spirit, use incentive mechanism as management method of commercial development, meet the requirement of product professionalism, organ flat to market, and strengthening process but not function, present team management, and satisfy the need of self-development of employee. The materials distribution firms of Guangdong Telecom achieve the cooperation of the type of fund, market, cost, efficiency, and strategy with the breakthrough point of cooperating with up-down stream firms. They should set up four basic levels of applied and flow system of inside, between firms, supporting, and planning to guarantee the execution of supply chain management. They should build up the platform or channel as per various product sort to make good use of the need of mature society and developing market. They should also establish information system of tangible network technique and transmitting channel of intangible network, in order to get the effective information about opportunity and management which should be shared and utilized among partners in the supply chain and assist business conduction.
The development trend of the telecommunications materials distribution firms supply chain management is to get deeply involved in the marketing of materials distribution firms, esp. beyond the field of communication.
引文
[1] 孙昌琦,供应链决定竞争力,企业管理,2004.4
[2] [美]唐纳德 J.鲍尔索克斯、戴维 J.克劳斯,M.比克斯比.库拍,供应链物流管理,机械工业出版社,2004 年
[3] 马士华、林勇、陈志样,供应链管理.机械工业出版社,2000
[4] [美]肖尚纳.柯恩、约瑟夫.罗塞尔,战略供应链管理,人民邮电出版社,2006 年
[5] 利丰研究中心,供应链管理:香港利丰集团的实践,中国人民大学出版社,2004 年
[6] 刘二丽、刘群慧,利用供应链管理提升企业竞争优势,经济与管理,2004.1
[7] 夏键明、陈元志,核心竞争力视角下的企业边界,经济管理,2003.4
[8] 薛正亮、季建化,供应链竞争环境分析模型,技术经济与管理,2003.2
[9] 乔芳、王耀球,现状与对策:谈谈中国企业的供应链合作关系,物流技术,2004.1
[10] 王彧、马士华，供应链环境下集配商供应腏降奶教郑芾砥缆郏?005.2
[11] 宋华,现代物流与供应链管理案例,经济管理出版社,2003年
[12] 彭志忠,现代物流与供应链管理,山东大学出版社,2002
[13] 王焰,一体化的供应链——战略、设计与管理,中国物资出版社,2002
[14] 牛鱼龙,世界物流经典案例,海天出版社,2003
[15] 国通供应链管理研究中心,供应链管理平台,机械工业出版社,2003
[16] 张成海,供应链管理技术与方法,清华大学出版社,2002
[17] 何明珂、董理、任豪祥、晏建中,我国制造业供应链管理调查报告,中国物流与采购,2005.3
[18] 宋华,医疗供应链管理的变革与绩效,管理评论,2005.8
[19] 张京敏.中国企业实施供应链管理的难点及对策.经济物流,2004,(7)
[20] [美]查尔斯.C.波里尔,迈克尔.J.鲍尔,电子供应链管理,机械工业出版社,2002年
[21] 李希会.供应链管理战略—企业成功的核心因素.中国物流与采购,2004.6
[22] 陈功玉,阳明明,论中国企业的供应链管理,中山大学学报,2003.6
[2] [美]唐纳德 J.鲍尔索克斯、戴维 J.克劳斯,M.比克斯比.库拍,供应链物流管理,机械工业出版社,2004 年
[3] 马士华、林勇、陈志样,供应链管理.机械工业出版社,2000
[4] [美]肖尚纳.柯恩、约瑟夫.罗塞尔,战略供应链管理,人民邮电出版社,2006 年
[5] 利丰研究中心,供应链管理:香港利丰集团的实践,中国人民大学出版社,2004 年
[6] 刘二丽、刘群慧,利用供应链管理提升企业竞争优势,经济与管理,2004.1
[7] 夏键明、陈元志,核心竞争力视角下的企业边界,经济管理,2003.4
[8] 薛正亮、季建化,供应链竞争环境分析模型,技术经济与管理,2003.2
[9] 乔芳、王耀球,现状与对策:谈谈中国企业的供应链合作关系,物流技术,2004.1
[10] 王彧、马士华，供应链环境下集配商供应腏降奶教郑芾砥缆郏?005.2
[11] 宋华,现代物流与供应链管理案例,经济管理出版社,2003年
[12] 彭志忠,现代物流与供应链管理,山东大学出版社,2002
[13] 王焰,一体化的供应链——战略、设计与管理,中国物资出版社,2002
[14] 牛鱼龙,世界物流经典案例,海天出版社,2003
[15] 国通供应链管理研究中心,供应链管理平台,机械工业出版社,2003
[16] 张成海,供应链管理技术与方法,清华大学出版社,2002
[17] 何明珂、董理、任豪祥、晏建中,我国制造业供应链管理调查报告,中国物流与采购,2005.3
[18] 宋华,医疗供应链管理的变革与绩效,管理评论,2005.8
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