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1、基于商業(yè)模式創(chuàng)新的我國汽車集團(tuán)供應(yīng)鏈體系優(yōu)化研究陳剛 郭立夫21世紀(jì)是一個(gè)全新的商業(yè)時(shí)代。在“新經(jīng)濟(jì)”競爭環(huán)境中,汽車企業(yè)所面臨的環(huán)境是非常動(dòng)態(tài)的,而且有時(shí)是不穩(wěn)定的,幾乎所有的企業(yè)都面臨著一個(gè)激烈的競爭環(huán)境。20世紀(jì)汽車企業(yè)所秉持的經(jīng)營理念受到嚴(yán)重考驗(yàn),汽車企業(yè)必須采用全新的競爭法則來突破傳統(tǒng)的商業(yè)模式,以適應(yīng)新的競爭環(huán)境。 21世紀(jì)的市場競爭已不再是企業(yè)于企業(yè)間的競爭,而是供應(yīng)鏈與供應(yīng)鏈之間的競爭。企業(yè)日常的生產(chǎn)經(jīng)營活動(dòng)越來越多地受到關(guān)聯(lián)企業(yè)的影響,企業(yè)必須從整個(gè)供應(yīng)鏈的角度來考慮商業(yè)模式的創(chuàng)新戰(zhàn)略。因此,在新的競爭環(huán)境中,汽車企業(yè)通過優(yōu)化自己的供應(yīng)鏈來實(shí)現(xiàn)企業(yè)商業(yè)模式的轉(zhuǎn)型和創(chuàng)新,正成為

2、一條提高本企業(yè)競爭力的有效途徑。但國內(nèi)外理論界對(duì)于如何通過供應(yīng)鏈管理來實(shí)現(xiàn)企業(yè)商業(yè)模式的創(chuàng)新和轉(zhuǎn)型更多地局限于具體措施的研究,并沒有形成系統(tǒng)性的研究成果,因此,本文選題在理論方面具有一定的開拓性。 另外,隨著我國汽車產(chǎn)量遞增梯度的逐步加大,我國汽車工業(yè)正在步入一個(gè)飛速發(fā)展的歷史時(shí)期,我國已經(jīng)進(jìn)入了世界汽車產(chǎn)量大國的行列,我國汽車工業(yè)的資本已經(jīng)成為世界汽車工業(yè)資本的重要組成部分。因此,通過研究商業(yè)模式與供應(yīng)鏈之間的邏輯關(guān)系,以及“新經(jīng)濟(jì)時(shí)代”汽車市場的競爭特點(diǎn)對(duì)企業(yè)供應(yīng)鏈能力的要求,對(duì)我國汽車集團(tuán)供應(yīng)鏈體系的構(gòu)筑和運(yùn)行流程的優(yōu)化,將會(huì)起到積極的推動(dòng)和指導(dǎo)作用。 本文采用定性分析、定量分析和實(shí)證分

3、析相結(jié)合的方法,圍繞我國汽車集團(tuán)的供應(yīng)鏈管理商業(yè)模式創(chuàng)新展開討論,著重探討以下幾個(gè)問題: 1、供應(yīng)鏈管理商業(yè)模式的創(chuàng)新途徑,以及創(chuàng)新途徑之間的邏輯關(guān)系。 2、“新經(jīng)濟(jì)”競爭環(huán)境下我國汽車企業(yè)供應(yīng)鏈管理商業(yè)模式創(chuàng)新的具體策略。 3、供應(yīng)鏈成員合作伙伴關(guān)系的博弈論解釋。 4、我國汽車集團(tuán)供應(yīng)鏈物流資源戰(zhàn)術(shù)層和戰(zhàn)略層的優(yōu)化。 5、供應(yīng)鏈?zhǔn)袌鲰憫?yīng)周期的延伸以及我國汽車企業(yè)供應(yīng)鏈一體化物流流程的設(shè)計(jì)。 6、我國汽車集團(tuán)供應(yīng)鏈物流網(wǎng)絡(luò)的優(yōu)化。 企業(yè)的創(chuàng)新活動(dòng)分為技術(shù)創(chuàng)新和商業(yè)模式創(chuàng)新。商業(yè)模式創(chuàng)新更多的是關(guān)注經(jīng)過市場創(chuàng)新、供應(yīng)來源創(chuàng)新和組織創(chuàng)新及其組合所產(chǎn)生的綜合效應(yīng)。而與產(chǎn)品的生產(chǎn)技術(shù)直接相關(guān)的產(chǎn)品創(chuàng)新

4、和工藝創(chuàng)新則是不同于商業(yè)模式創(chuàng)新的、狹義的技術(shù)創(chuàng)新。20世紀(jì)90年代以來的商業(yè)趨勢(shì)使得企業(yè)對(duì)供應(yīng)鏈管理的需求越來越大,并且信息技術(shù)的飛速發(fā)展也為企業(yè)運(yùn)用供應(yīng)鏈管理提供了堅(jiān)實(shí)的技術(shù)支持。產(chǎn)品周期的逐步縮短,產(chǎn)品種類的飛速增加,加劇了供應(yīng)鏈的成本費(fèi)用和復(fù)雜性。外部采購的興起,全球化進(jìn)程的加速,以及商業(yè)職能的分塊,使得企業(yè)必須從整個(gè)供應(yīng)鏈的角度來決策而不能僅僅局限在單個(gè)企業(yè)內(nèi)部。這一系列的變化帶給企業(yè)的不僅僅是局部的改進(jìn),更使企業(yè)能夠以創(chuàng)造戰(zhàn)略優(yōu)勢(shì)的供應(yīng)鏈管理為基礎(chǔ),對(duì)原有的商業(yè)模式進(jìn)行轉(zhuǎn)型和創(chuàng)新。 商業(yè)模式包括價(jià)值創(chuàng)造、價(jià)值獲取、價(jià)值網(wǎng)絡(luò)和邏輯關(guān)系四個(gè)要素,企業(yè)對(duì)商業(yè)模式的創(chuàng)新可以通過這四個(gè)要素的

5、創(chuàng)新來實(shí)現(xiàn)。商業(yè)模式與供應(yīng)鏈可以通過價(jià)值鏈理論建立起聯(lián)系,商業(yè)模式四要素的創(chuàng)新可以通過供應(yīng)鏈的優(yōu)化來實(shí)現(xiàn),具體途徑包括:供應(yīng)鏈運(yùn)行動(dòng)力的改變、供應(yīng)鏈成員關(guān)系的改善、供應(yīng)鏈資源的優(yōu)化和供應(yīng)鏈運(yùn)行流程的優(yōu)化。 一個(gè)企業(yè)應(yīng)如何確立自己的商業(yè)模式,很大程度上是受到市場環(huán)境的影響,不同的市場環(huán)境決定了企業(yè)應(yīng)采取不同的商業(yè)模式。隨著“新經(jīng)濟(jì)”時(shí)代的到來,市場競爭環(huán)境發(fā)生了巨大的變化。新經(jīng)濟(jì)條件下競爭環(huán)境與傳統(tǒng)工業(yè)經(jīng)濟(jì)形態(tài)相比,主要有呈現(xiàn)出以下幾個(gè)方面的特性:(1)需求導(dǎo)向性;(2)迅速反應(yīng)性;(3)開放性與全球性;(4)企業(yè)界限模糊性。在這一背景下,汽車企業(yè)應(yīng)以滿足市場需求為目標(biāo),以強(qiáng)化企業(yè)專業(yè)職能,以及

6、低成本前提下的敏捷為途徑,實(shí)現(xiàn)企業(yè)商業(yè)模式的轉(zhuǎn)型?;诖耍Y(jié)合我國汽車企業(yè)供應(yīng)鏈管理現(xiàn)狀,我國汽車企業(yè)供應(yīng)鏈管理商業(yè)模式創(chuàng)新的具體策略包括: 第一,供應(yīng)鏈成員合作關(guān)系的建立。對(duì)于汽車制造企業(yè)來說,通過與供應(yīng)鏈成員,特別是供應(yīng)商建立戰(zhàn)略合作關(guān)系,可以提高供應(yīng)鏈?zhǔn)袌鲰憫?yīng)速度、減少供應(yīng)鏈運(yùn)行成本,以及增加客戶滿意度。 第二,供應(yīng)鏈物流資源的優(yōu)化。對(duì)于我國汽車集團(tuán)來說,供應(yīng)鏈物流資源的優(yōu)化包括:(1)針對(duì)主機(jī)廠的戰(zhàn)術(shù)層物流資源優(yōu)化,表現(xiàn)為主機(jī)廠對(duì)于物流模式的選擇;(2)汽車集團(tuán)層面的戰(zhàn)略層物流資源優(yōu)化,主要為集團(tuán)物流產(chǎn)業(yè)發(fā)展模式的選擇。 第三,供應(yīng)鏈物流流程的優(yōu)化。本文認(rèn)為,供應(yīng)鏈對(duì)市場的響應(yīng)應(yīng)該向市

7、場方向和產(chǎn)品研發(fā)方向延伸,一個(gè)完整的供應(yīng)鏈?zhǔn)袌鲰憫?yīng)流程包括四個(gè)部分:基于市場需求的產(chǎn)品設(shè)計(jì)、供應(yīng)鏈構(gòu)建、產(chǎn)品生產(chǎn)和供應(yīng)鏈物流。制造業(yè)加工時(shí)間僅占10%左右,物流時(shí)間竟占到90%左右,因此應(yīng)優(yōu)化供應(yīng)鏈物流流程,實(shí)現(xiàn)供應(yīng)鏈物流的一體化運(yùn)作。 第四,供應(yīng)鏈物流網(wǎng)絡(luò)的優(yōu)化。供應(yīng)鏈物流是供應(yīng)鏈價(jià)值流的現(xiàn)實(shí)表現(xiàn),而任何汽車企業(yè)的商業(yè)模式都需要一個(gè)高效的供應(yīng)鏈物流網(wǎng)絡(luò)作為基礎(chǔ)性支撐,因此在研究我國汽車企業(yè)具體的供應(yīng)鏈管理商業(yè)模式創(chuàng)新策略的時(shí)候,也需要對(duì)企業(yè)的供應(yīng)鏈物流網(wǎng)絡(luò)的優(yōu)化進(jìn)行研究。供應(yīng)鏈物流網(wǎng)絡(luò)的優(yōu)化主要有兩個(gè)方面:一是產(chǎn)前配送的優(yōu)化;二是物流網(wǎng)絡(luò)布局的優(yōu)化,主要由于我國幅員遼闊,而必須對(duì)物流網(wǎng)絡(luò)中集

8、散地的設(shè)置進(jìn)行優(yōu)化。另外,供應(yīng)鏈物流信息網(wǎng)絡(luò)對(duì)于整個(gè)供應(yīng)鏈物流的運(yùn)行起到至關(guān)重要的作用。我國汽車集團(tuán)物流信息網(wǎng)絡(luò)中的“孤島”現(xiàn)象大大限制了供應(yīng)鏈物流資源的充分利用,而通過建立集團(tuán)范圍內(nèi)的物流信息平臺(tái)則可以很好地解決這一問題。 本文共有八章,各章具體內(nèi)容如下: 第一章,緒論。提出了“以商業(yè)模式創(chuàng)新為目的的我國大型汽車集團(tuán)供應(yīng)鏈體系優(yōu)化”研究的目標(biāo)和意義,以及本文的創(chuàng)新點(diǎn)和難點(diǎn)。 第二章,商業(yè)模式和供應(yīng)鏈的理論綜述。通過對(duì)國內(nèi)外學(xué)者關(guān)于商業(yè)模式和商業(yè)模式創(chuàng)新的定義的回顧與總結(jié),提出本文對(duì)于二者的認(rèn)識(shí)。 第三章,供應(yīng)鏈管理商業(yè)模式創(chuàng)新的途徑。首先對(duì)商業(yè)模式創(chuàng)新和供應(yīng)鏈管理進(jìn)行了研究。然后通過價(jià)值鏈理

9、論,將供應(yīng)鏈和商業(yè)模式聯(lián)系在一起,并提出,供應(yīng)鏈管理商業(yè)模式創(chuàng)新的四個(gè)途徑:供應(yīng)鏈運(yùn)行動(dòng)力的轉(zhuǎn)變、供應(yīng)鏈成員關(guān)系的改善、供應(yīng)鏈運(yùn)行流程的優(yōu)化和供應(yīng)鏈資源優(yōu)化。接著,運(yùn)用價(jià)值鏈理論對(duì)這四個(gè)途徑是如何提高企業(yè)競爭力進(jìn)行了分析。最后,從商業(yè)模式的角度考察了這四個(gè)途徑之間的內(nèi)在邏輯性,并描繪出了供應(yīng)鏈管理商業(yè)模式創(chuàng)新的流程。 第四章,我國汽車集團(tuán)供應(yīng)鏈體系優(yōu)化方向。這一章首先對(duì)新經(jīng)濟(jì)競爭環(huán)境進(jìn)行了分析,得出企業(yè)為適應(yīng)新的競爭環(huán)境需要進(jìn)行的調(diào)整。然后,本文分析了汽車企業(yè)傳統(tǒng)的商業(yè)模式,以及在新經(jīng)濟(jì)競爭環(huán)境中汽車企業(yè)應(yīng)有的商業(yè)模式的特征。接著,本章結(jié)合我國汽車企業(yè)供應(yīng)鏈體系的現(xiàn)狀,制定出我國汽車企業(yè)為形成

10、新的商業(yè)模式,而應(yīng)該對(duì)供應(yīng)鏈體系進(jìn)行優(yōu)化的四個(gè)地方。 第五章,供應(yīng)鏈成員關(guān)系的發(fā)展。本章首先對(duì)供應(yīng)鏈成員關(guān)系進(jìn)行了描述,得出新的競爭環(huán)境中,汽車企業(yè)應(yīng)與供應(yīng)鏈伙伴建立起合作關(guān)系。然后,運(yùn)用博弈論對(duì)供應(yīng)鏈成員合作關(guān)系進(jìn)行了分析。最后,研究了供應(yīng)鏈成員合作關(guān)系的實(shí)現(xiàn)途徑。 第六章,供應(yīng)鏈運(yùn)行流程的優(yōu)化。本章首先對(duì)供應(yīng)鏈?zhǔn)袌鲰憫?yīng)周期進(jìn)行了研究,得出應(yīng)將產(chǎn)品研發(fā)納入到響應(yīng)周期中。然后對(duì)供應(yīng)鏈?zhǔn)袌鲰憫?yīng)周期各個(gè)環(huán)節(jié)進(jìn)行了描述,并提出為提高響應(yīng)效率的對(duì)策。最后,本章對(duì)我國汽車企業(yè)供應(yīng)鏈物流流程進(jìn)行了研究,設(shè)計(jì)出我國汽車企業(yè)一體化的供應(yīng)鏈物流流程。 第七章,企業(yè)供應(yīng)鏈物流資源成長。本章首先提出了供應(yīng)鏈物流資源

11、優(yōu)化的概念。然后對(duì)企業(yè)物流模式進(jìn)行了分類研究。最后,對(duì)我國汽車企業(yè)物流模式的選擇以及物流資源成長路徑進(jìn)行了研究。 第八章,供應(yīng)鏈物流網(wǎng)絡(luò)的優(yōu)化。本章首先明確了我國汽車企業(yè)供應(yīng)鏈物流網(wǎng)絡(luò)優(yōu)化的兩個(gè)方面:產(chǎn)前配送優(yōu)化和供應(yīng)鏈物流網(wǎng)絡(luò)的布局優(yōu)化。然后分別對(duì)這兩個(gè)方面的優(yōu)化方法進(jìn)行了深入研究。最后,研究了我國汽車企業(yè)供應(yīng)鏈物流信息網(wǎng)絡(luò)中存在的問題,并提出相應(yīng)的解決方案。 關(guān)鍵詞:商業(yè)模式創(chuàng)新;汽車集團(tuán);供應(yīng)鏈管理;供應(yīng)鏈體系;新經(jīng)濟(jì)21st century is a whole new economy time. In “New Economy” competition circumstance, a

12、utomobile companies face a very dynamic, sometimes unstable circumstance in which competitions are so fierce. The ideals of operation of automobile enterprises in 20th are not suitable for the new competition conditions, and automobile enterprises must use whole competition principle to breach the t

13、raditional business model to adapt the new competition circumstance. In 21st century, there is not a competition between an enterprise with another enterprise, but a supply chain with another supply chain in market. A companys production operation activities are affected by its affiliated enterprise

14、 more and more. An enterprise must consider its business model innovation strategies from perspective of its supply chain. So, in the new competition circumstance, it is a useful way to an automobile enterprise to achieve its business model innovation through optimizing its supply chain (SC). But th

15、ere are not systemic researches about how to achieve business model innovation through supply chain management (SCM) in theoretical field in China and foreign countries. So, the topic selection is significant and creative perception. In addition, Chinas automobile industry has been developing so qui

16、ckly, and China has been a big country in automobile output in the world. So, the research of (1) the logical relationship between business model innovation and SCM; (2) the requirement for automobile enterprises supply chain form the competition characteristic in automobile market in “new economy”,

17、 will promote the development of Chinas automobile industry actively. The paper uses qualitative analysis, quantitative analysis and empirical analysis to discuss the SCM business model innovation in Chinas automobile group. The emphases in the paper include: 1. The ways of SCM business model innova

18、tion, and the logical relationship of the ways. 2. The concrete strategies of Chinas automobile enterprises to achieve business model innovation using SCM in “New Economy” competition circumstance. 3. The explanation of Supply Chain Partnership (SCP) with Game Theory. 4. The strategic optimization t

19、actical optimization of the supply chain logistics sources of Chinas automobile group. 5. An extend of supply chain response to market cycle, and the design of the integrated supply chain logistics of Chinas automobile enterprises. 6. The optimization of SC logistics network of Chinas automobile gro

20、up. The innovation activities in enterprises can be divided into technology innovation and business model innovation. Business model innovation pays more attention to market innovation, supply resource innovation, organize innovation and integrate effect which these innovation product. Production in

21、novation and technics innovation which are correlative directly to production are narrow sense technology innovation, and are different with business model innovation. Since 1990th, business tendency makes enterprises to pay more attention to manage their supply chains. The information technology de

22、velopment supports enterprises to apply SCM. Product life cycle being shorter, product category being more, prick up the cost of a supply chain and the complexity of a supply chain. An enterprise must consider its strategic decision from the angle of its whole supply chain, because of outsourcing an

23、d globalization. To an enterprise, these changes take not only a part improvement, but also its traditional business model innovation based on its SCM which can create strategic advantage. Business model has four key factors: Value creating, value capturing, and value network and logic relationship.

24、 An enterprise can achieve its business model innovation from these four factors innovation. Business model and supply chain can build a relationship through Value Theory. The four factors innovation can achieve from the optimization of the enterprises supply chain, including the change of supply ch

25、ain dynamic force, the improvement of supply chain partnership, the optimization of supply chain sources, and the optimization of supply chain operating process. It is affected by the market circumstance that what business model an enterprise apply, and an enterprise would chose different business m

26、odel in different market circumstance. Since “New Economy”, the market circumstance changes much more. The market circumstance in “New Economy” age is much different with the traditional market circumstance, and these differences present the following characteristic: (1) Demand orientation; (2) quic

27、k response to market; (3) openness and globalization; (4) the illegibility of the boundary of a single enterprise. In the background, to achieve its business model innovation, an enterprise would be market demand satisfying as the goal of innovation, its professional function strengthening and agili

28、ty with low cost as the way of innovation. Based on these, considering the supply chain actuality of Chinas automobile enterprises, the business model innovation strategies of Chinas automobile enterprises would include the following: First, building supply chain partnership. To automobile enterpris

29、es, building the relationship, especially building partnership with its providers, could improve the speed of response to market, decrease the cost of its supply chain operation, and increase its customer satisfaction. Second, the optimization of supply chain logistics network. The optimization incl

30、udes (1) optimization of components distribution; (2) optimization of logistics network. In addition, Chinas automobile group cant take full advantage of the supply chain logistics resources because of the “information island” problem. And building a logistics information flat could settle the probl

31、em effectively. Third, the optimization of supply chain logistics resources. To Chinas automobile group, the optimization include (1) tactical optimization of the factories logistics resourcesthe factories decision of logistics model; (2) strategic optimization of the groups logistics resourcesthe d

32、ecision about the groups logistics industry development. Forth, the optimization of supply chain logistics operation process. The paper considers that a supply chains response to market would be extended to market direction and R&D. A whole supply chain response to market process would include f

33、our parties: R&D based on market demand, supply chain construction, production and logistics. Without regard to the R&D time and the supply chain construction time, the logistics time is 90 per cent in the whole process, and the production time is only 10 per cent. So, Chinas automobile ente

34、rprises would optimize the logistics process, and achieve an integrated logistics operation process. The main content of the paper could be divided into three parties: the first part is theory review, including the theories about business model and business model innovation, and the theories SC and

35、SCM. In the second part, the paper studies how to achieve business model innovation through SCM; designs the new business model of Chinas automobile enterprises in the new market circumstance; and studies how to optimize the enterprises SC to achieve the new business model. In the third part, the pa

36、per discusses the optimization which is advanced in the second part in detail. The paper includes eight chapters, and the following is every chapters main content. The first chapter is introduction. In the chapter, the paper puts forward the goal and the significance of the study, and the innovation

37、s and the noduses of the paper. The second chapter is the theory review of business model and supply chain. The chapter puts forward the understandings of business model and supply chain of the paper through reviewing and summing up all kinds of definitions and correlative theories of business model

38、 and supply chain. The third chapter is the way of SCM business model innovation. The first, the paper studies business model innovation and SCM. Then, using Value Theory, the paper build the relationship between supply chain and business model, and puts forward four ways to achieve business model i

39、nnovation through SCM. The third, the paper apply Value Theory to analyze how the four ways improve an enterprises competitive power. At last, the paper studies the core logical relationship in the four ways, and designs the process of SCM business model innovation. The forth chapter is the directio

40、n of the supply chain system optimization of Chinas automobile group. In the chapter, the paper analyzes the competition circumstance in “New Economy”, and draws a conclusion that an enterprise would adjust its business model to adapt the new circumstance. Then, the paper analyzes the traditional au

41、tomobile enterprise business model, and the characteristics of the business model in the new age. At last, the paper puts forward four strategies of the supply chain systems optimization of Chinas automobile group to construct its new business model based on the actuality of the supply chain system

42、of Chinas automobile group. The fifth chapter is the improvement of supply chain members relationship. The chapter firstly describes the relationship of supply chain members, and draws a conclusion that automobile enterprises would build supply chain partnership in the new competition circumstance. Then, the paper analyzes the mechanism of supply chain partnership with Game Theory. At last, the paper studies how to build supply chain partnership. The sixth chapter is the optimization of supply chain logistics sources.

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