江苏国泰国际集团上海进出口有限企业供应链服务战略探讨Jiangsu Cathay Pacific International Group Shanghai Import & Export Co., Ltd supply chain service strategy research 摘要:（摘要内容经过系统自动伪原创处理以避免复制，下载原文正常，内容请直接查看目录。） 出口一贯是中国经济增加三驾马车中马力最足的一辆，纺织品出口在中国制著作出口中亦占领相当比例。随同着国际金融危机的囊括，近十年高速增加的黄金期已曩昔。国际市场需求降低，营业量锐减，国际政策收紧，泰语论文，原资料、休息力等本钱飙升。因为国外买家仍握有价钱掌握权，对价钱的极限挤压使得署理商、工场利润菲薄，乃至涌现工场找不到工人，署理商找不到工场的状态。本文重要针对外贸服装公司所面对的上述窘境，对国际、国际情势停止体系剖析和感性猜测，联合一些胜利中央商的经历，泰语论文，以江苏国泰上海企业为标本，从计谋选择到实行细则停止周全略论。我们所选择的计谋冲破口是供给链治理，纵向延长中央商家当链，跟踪从资料购进到花费者购置全进程，重视信息治理，进步价钱优势、品德优势和运转效力，做专业署理机构。在实行细则上重点存眷信息链的搭建和完美，完成企业外部各客户资本同享，重视开辟新资本，评价整合信息。治理上看重轨制设计，大家员分工协作，流水功课，而非传统的一个营业员担任一单营业从临盆到发卖的全进程；署理机构作为办事业究竟以工资本，一套迷信的选才、用才、留才轨制是公司久远成长、潜力充分的症结；别的要树立一套完美的外部掌握轨制，使得各岗亭任务互相钩稽制约。铲除公司成长至今因为事迹优越而疏忽的各类运营、治理弊端，轻装上阵，为金融危机后公司的久远成长做好预备。 Abstract: Export has always been China's economy to increase the horsepower of the three carriages in the most adequate, textile exports in China's exports of products also occupy a considerable proportion. Along with the international financial crisis, the rapid increase in the past ten years, the golden period has passed. International market demand is lower, the volume of business dropped, the tightening of international policy, the original information, such as the rest of the cost of soaring. Because foreign buyers still holds the price control, the price limit compression makes the agent, workshop profit meager and the emergence of workshop to find workers, agent for the factory. The important for foreign trade clothing enterprises are facing the predicament, of both domestic and international situation stop system analysis and perceptual speculation, combined with some successful central business experience, to Jiangsu Guotai Shanghai company for the specimens, from the strategic choice to rules for the implementation of a comprehensive analysis. We choose the strategic breach is supply chain management, vertical extension of the central business when the chain, tracking from the material to the purchasing of consumers to purchase the entire process, pay attention to information management, progress of price advantage, strengths and virtues operating efficiency, professional agent. In the implementation of rules on concern information chain to build and perfect, complete outside the customer capital share, take seriously to open the new capital and evaluation of information integration. Governance rail system design, all member of division of labor and cooperation, flowing water homework, rather than traditional a salesperson as a single business from the birth to the sale of the whole process; acting mechanism as do cause exactly in order to wage the, selecting a set of superstitions, retention, to rail system is the enterprise long-term development, the full potential of the crux of; in addition to set a perfect internal control system, making the booth task each other some constraints. The eradication of enterprise growth has because of outstanding achievement superior and neglect all kinds of operation and management shortcomings, traveling light, after the financial crisis of enterprises growth in the long run ready. 目录: 摘要 5-6 Abstract 6 1 导言 7-13 1.1 探讨背景 7 1.2 问题的提出 7-8 1.2.1 探讨的问题 7 1.2.2 探讨的意义 7-8 1.3 文献综述 8-10 1.4 探讨的基本思路和探讨措施 10-12 1.4.1 探讨的基本思路 10-11 1.4.2 探讨的措施 11-12 1.5 探讨的贡献 12-13 2 江苏国泰上海进出口有限企业的战略外部环境略论 13-18 2.1 我国外贸行业近期走势 13 2.2 国际市场环境 13-14 2.2.1 世界各地区经济形势 13 2.2.2 世界其他地区政策对我国出口贸易的作用 13-14 2.3 国内政策环境 14-15 2.4 上海区位条件 15 2.5 传统代理业务竞争力略论 15-18 2.5.1 传统代理业务在价值链中的位置 15-16 2.5.2 波特五力模型 16-18 3 企业战略内部环境略论 18-28 3.1 江苏国泰上海进出口有限企业情况介绍 18-20 3.1.1 江苏国泰集团企业简介 18-19 3.1.2 江苏国泰上海企业简介 19-20 3.2 企业组织状态 20-21 3.2.1 企业现有人力资源状况 20-21 3.2.2 组织机构图 21 3.3 企业竞争力略论 21-22 3.3.1 业务结构、分布合理 21 3.3.2 业务流程设计科学 21-22 3.3.3 设立资源开发部 22 3.4 企业的资源与能力 22-23 3.4.1 控制风险,稳步经营 22 3.4.2 稳定的客户资源 22-23 3.4.3 同供应商的紧密合作 23 3.4.4 人力资源稳固 23 3.5 企业现阶段经营所面临的问题 23-24 3.5.1 原材料价格上涨 23-24 3.5.2 加工成本上涨 24 3.5.3 所承担风险与收益不配比 24 3.6 企业的战略选择 24-28 3.6.1 企业转型的方向 24-26 3.6.2 战略SWOT略论 26-28 4 江苏国泰上海企业的供应链服务总体战略制定 28-34 4.1 企业的愿景和目标 28 4.2 企业供应链服务的战略思路 28 4.3 企业的供应链服务商定位 28-29 4.4 企业供应链服务的商业模式构建 29-34 4.4.1 市场定位 29-30 4.4.2 企业的虚拟供应链运营模式 30-31 4.4.3 企业价值链增值盈利模式 31-34 5 企业供应链服务战略的实施 34-42 5.1 转变管理理念 34-35 5.2 信息链的搭建 35-36 5.2.1 捆绑紧密型的货源工厂,为出口基地建设夯实基础 35 5.2.2 推动国际化经营战略,打造全新营销网络 35-36 5.2.3 大力提倡电子商务,进一步推进公司信息化建设 36 5.3 人力资源管理 36-38 5.3.1 公司人才近况 36-37 5.3.2 人才储备策略 37-38 5.4 强化内部控制 38-42 5.4.1 内控系统的目标 39 5.4.2 内控系统的运用价值 39-40 5.4.3 具体控制内容 40-42 6 结论与启示 42-43 6.1 主要结论 42 6.2 对外贸公司发展的启示 42-43 参考文献 43-44 致谢 44-45 |
