Research on enterprise value chain management model of competitive strategy

摘要由于信息技术的不断发展和全球竞争的日益加剧，传统的物流服务已满足不了人们的需求。

具有前瞻性的企业不再单纯的着眼于单个企业的成本和收益管理，而是将采购、供应链以及生产、流通和销售等环节看成一个整体价值链，实施供应链管理。

可以说，21 世纪的物流竞争就是供应链之间的竞争。

供应链作为构建企业核心竞争力不可复制的手段，它不仅可以优化企业内部管理，整个企业现有资源，也可以使企业通过强强联合，充分挖掘和利用企业外一切可以利用的资源，实现优势互补，在竞争合作中，实现联合企业共赢的目标。

供应链管理可以为企业带来更大的经济效益和更加长远的发展空间。

沃尔玛作为世界零售业之首，凭借自身的优越条件，始终信奉顾客至上，推行天天平价。

其对供应链管理的应用，一直是其他零售企业争相模仿的对象。

沃尔玛的成功不得不说是一个必然，现新的信息管理技术、完备的配送中心、一流的供应链管理人才??都为沃尔玛的的发展奠定了基础。

本文通过对沃尔玛供应链管理的介绍，针对沃尔玛现有供应链管理中存在的问题进行了着重的分析，并提出了相应的解决方案。

从沃尔玛先进的管理技术中我们可以学到：我国现有零售业应该如何去应对的国际竞争的剧烈冲击及如何找到适合企业发展的战略方针。

希望供应链管理在我国能得到快速发展。

关键词:供应链、供应链管理、核心竞争力 2 Abstract With thedevelopment of the information technology and the growing global competition, the traditional logistics service already can't satisfy the people's needs. Forward-looking enterprise no longer simply focus on the costs and benefits of individual enterprise management, but will purchase, supply chain and production, circulation and sales such links as a whole value chain, the implementation of the supply chain management. Can say, in the 21st century logistics competition is the competition between the supply chains. Supply chain as a construction enterprise core competitive ability of the duplicated means, it can not only optimize enterprise internal management, the enterprise existing resources, also can make the enterprise through the powerful combination and fully exploit and use all the enterprise the resources can be exploited to achieve reciprocal advantages in competition and cooperation, achieve the goal of joint enterprise win-win. Supply chain management for enterprise can bring more economic benefit and more long-term development space. Wal-mart as the world is the head of the retail trade, depending on the superior conditions, and always believes the customer is the god, implement every day parity. The application of supply chain management, is always the other retail enterprise competing to imitate. Wal-mart's success had to say is a must,now the new information management technology, complete distribution center, the first-class supply chain management talented person...... For the development of Wal-mart's laid a foundation. This article through to the Wal-mart of supply chain management is introduced, in view of the existing supply chain management Wal-mart of the problems that exist in the analysis of the emphatically, and puts forward the corresponding solutions. From Wal-mart advanced management technology, we can learn: our country's existing retail should how to deal with the international competition strong impact and how to find suitable for enterprise development strategy. Hope to supply chain management in our country can get fast development. Key words：Supply chain, supply chain management, the core competitiveness 3 目录摘要....................................................... 错误！未定义书签。

value chain模型英文版English:The value chain model is a strategic framework that outlines the key activities involved in a company's production process, from raw materials acquisition to the delivery of the final product or service to the end customer. Developed by Michael Porter in 1985, the value chain model helps businesses identify opportunities for cost reduction, differentiation, and competitive advantage. The value chain is typically divided into two main categories: primary activities and support activities. Primary activities are directly related to the production and delivery of the product, such as inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities, on the other hand, provide the infrastructure and resources necessary for the primary activities to function effectively, including procurement, human resource management, technology development, and infrastructure. By analyzing each activity within the value chain, companies can pinpoint areas of their operations where they can create the most value and improve overall efficiency. This strategic approach enables firms to increase profitability, enhancecustomer satisfaction, and gain a sustainable competitive advantage in the marketplace.Translated content:价值链模型是一个战略框架，详细说明了公司生产过程中的关键活动，从原材料采购到最终产品或服务交付给最终客户。

企业是一个以盈利为目标的组织，其出发点和归宿都是盈利。

企业一旦成立，就会面临竞争，如何在激烈的市场竞争中获得一席之地，是每一个企业管理者关心的问题。

价值管理是以价值为导向作为战略制定、融资安排和公司治理的基础，使企业获得持久的竞争优势，从而实现企业价值最大化目标的一种管理活动。

本文的第一章介绍了企业价值管理的基本理论和内容，其中包括企业价值管理的基本思想，企业价值管理的发展，企业价值管理的内容，以及价值管理相较于传统的管理所具有的优点。

公司价值来源于两个广泛的决策领域：公司战略、公司治理。

公司战略决策包括企业市场分析和企业的竞争力分析；公司治理决策侧重于业绩评估和薪酬规划。

价值管理主要通过公司战略和公司治理两个方面的管理来实现企业价值的最大化。

在本文的第二章介绍了在公司战略方面，价值管理如何通过扩展的价值链分析来确定企业在市场竞争中的地位，确定自己的竞争优势以及如何保持这种竞争优势。

在这一部分，主要介绍了价值链管理的基本思想和理论，价值链管理在我国的研究现状以及西方价值链管理理论研究的新动向，以及通过行业价值链分析和企业内部价值链分析，来实施价值链管理，消除企业劣势价值链，优化企业结构，提升企业价值。

本文第三章介绍了在公司治理方面，价值管理通过建立一种新的业绩评价体系一一EVA来正确评价企业经营业绩，对员工和管理者进行激励。

在这部分，首先比较了我国和西方在业绩评价理论和实践上的发展历程。

分析了我国建立在计划经济时代的以净利润为基础的业绩评价体系所造成的弊端。

提出建立以EVA为核心的业绩评价体系。

EVA （经济利润）为投资成本回报率减单位成本的差额乘以投资成本，是从经济学的角度出发，衡量投入资本所产出利润超过资本成本的剩余利润。

本章介绍了EVA的概念，计算方法，EVA相较于传统评价指标的优点，以及以EVA为核心的激励机制所具有的特点。

在本文的第四章，提出了实施价值管理的所需的一些保障体系。

其中包括资金控制体系，战略管理体系，预算体系，考评体系，以及人力资源和文化激励约束体系。

河南财经学院成功学院本科生毕业论文基于价值链分析的成本管理研究院系名称管理学系姓名___________________________________学号___________________________________专业 _________________ 会计学_____________指导教师讲师2010年5月7日摘要基于价值链分析的成本管理是一种新型的成本管理方法，它要求企业在进行成本管理的同时关注企业在市场中的竞争地位。

通过价值链分析方法与成本管理的结合，企业能够有效地适应其持续变化的外部环境，控制成本，并获得成本优势。

在全球经济一体化的客观条件下，企业面临着日益激烈的市场竞争，如何有效地实施成本管理，提高企业核心竞争力已经成为迫在眉睫的问题。

文章以价值链分析为理论基础，指出了传统成本管理的局限性，并对价值链分析与成本管理相结合做出了分析。

价值链分析包括企业内部价值链分析、行业价值链分析、竞争对手价值链分析。

本文以价值链中的一环一一行业价值链分析为主，结合案例分析的方式，对价值链分析在成本管理中的具体应用做出了详细分析。

关键词：价值链分析；成本管理；内部成本；外部环境AbstractIt is a new cost management which based on the analysis of the value chain. This kind of cost management requires the enterprise pay attention to the enterprises competition ability in the market as while as using the cost management. The enterprise could adapt to the constant change of external environment effectively through the combination of value chain analysisment and cost management. Thus, enterprise could control the cost and obtain cost advantages. In the circumstance of global economic integration, enterprises are facing with the increasing fierce competition in the market. So how to implement cost management effectively and improve the core competitiveness of enterprises are becoming urgent problems. This paper takes the value chain analysisiment as the theoretical basis,pointed out the limitation of traditional cost management and analyzed the combination of value chain and cost management. The value chain analysis including the enterprises internal value-chain analysis, the value chain analysis and the value chain analysis of rivals. This paper used one of the vale chains- the industry chain as the main analysis, combined the case analysis and gave out the detailed analysis of the vale chain's specific application in cost management.Key Words：The value chain analysis, Cost management, Cost of internal, External environment1引言 (1)1.1研究背景和意义 (1)1. 2文献综述 (1)1. 3研究的主要内容和方法 (2)2价值链分析的概念及内容 (3)2.1价值链分析的概念 (3)2.2价值链分析的内容 (3)2. 2.1行业价值链分析 (3)3.2.2企业内部价值链分析 (4)2.2. 3竞争对手价值链分析 (4)3基于价值链分析的成本管理 (5)3.1传统成本管理的局限性 (5)3.2基于价值链分析的成本管理方法 (5)3. 2. 1树立价值链成本观念 (6)4.2.2正确定位成本动因 (6)3.2. 3拓宽成本管理范围 (6)3.2.4建立完善价值链成本管理体系 (6)3.3价值链分析在成本管理中的运用途径 (7)4烟草行业价值链分析案例 (8)4.1我国烟草工业公司的行业价值链模式 (8)4.2行业上游价值链分析 (9)4.3行业中游价值链分析 (10)4.4行业下游价值链分析 (10)5结论 (12)参考文献 (13)致谢 (14)1.1研究背景和意义经济全球化势态的加快和日益激烈的市场竞争对企业内部管理造成了深刻的影响，引起众多的企业经营理念和经营方式发生了显著的改变，同时也促使企业的管理理念和方法发生了根本性的改变。

企业网络、大数据能力与商业模式创新机制研究——基于fsQCA方法的实证分析企业网络、大数据能力与商业模式创新机制研究——基于fsQCA方法的实证分析摘要：本文从企业网络、大数据能力和商业模式创新入手，通过fsQCA方法对企业创新机制进行实证研究。

研究发现，企业网络和大数据能力对商业模式创新有显著的正向影响，而企业网络+大数据能力的组合作用对商业模式创新的影响更为显著。

同时，本研究还对不同行业间的创新机制进行了比较，发现不同行业之间创新机制的差异具有显著性。

因此，在设计创新策略时，企业需要根据自身所处的行业特点有针对性地选择创新机制，并充分发挥企业网络和大数据能力的作用，以实现商业模式创新增长。

关键词：企业网络、大数据能力、商业模式创新、fsQCA、实证研究Abstract:This paper focuses on enterprise network, big data capability and business model innovation, and conductsempirical research on enterprise innovation mechanism through fsQCA method. The study found that enterprise network and big data capability have a significant positive impact on business model innovation, and the combined effect of enterprise network and big data capability on business model innovation is more significant. At the same time, this study also compares the innovation mechanisms between different industries, and finds that there is significant difference in the innovation mechanisms between different industries. Therefore, in designing innovation strategies, enterprises need to choose innovation mechanisms according to the characteristics of their own industry, and fully leverage the role of enterprise network and big data capability to achieve business model innovation growth.Keywords: enterprise network, big data capability, business model innovation, fsQCA, empirical researchInnovation has become an important driving force for business growth and competitiveness. However, the mechanisms of innovation vary from industry to industry. According to our empirical research using the fsQCA method, we found that there are different factors that contribute to business model innovation growth in different industries.For example, in the high-tech industry, technological innovation plays a critical role in business model innovation growth. Companies need to invest heavily in research and development (R&D) to continuously improve their products and services. This requires not only internal R&D capabilities but also the ability to collaborate with partners in the supply chain, academia, and other industries. Therefore, building an extensive enterprise network is crucial for high-tech companies to achieve business model innovation growth.In contrast, in the healthcare industry, regulatory constraints and high barriers to entry make itdifficult to innovate through technology alone. Instead, innovation in this industry is more focused on improving the patient experience and outcomes. Therefore, companies in the healthcare industry need to leverage their big data capabilities to collect, analyze, and utilize vast amounts of data to identify areas for innovation. They also need to collaborate with healthcare providers to obtain insights into patient needs and feedback on their services.Furthermore, our research found that the role of enterprise network and big data capability in achieving business model innovation growth is notindependent, but complementary. Enterprises with strong enterprise networks are better able to access diverse sources of data, while those with strong big data capabilities are better able to extract insights from these sources. Therefore, it is essential for companies to combine these two factors to achieve effective business model innovation growth.In conclusion, our research suggests that the key to achieving business model innovation growth is to choose the right innovation mechanism based on the characteristics of the industry. Companies need to leverage their enterprise network and big data capabilities to achieve business model innovation growth in different industries. By doing so, they can enhance their competitiveness and drive their business growth in today's rapidly changing business environmentFurthermore, businesses should also prioritize their customers and continuously seek out their feedback to inform their business model innovation strategies. This can be achieved through customer surveys, focus groups, or simply by monitoring social media channels.In addition, businesses should not be afraid to take risks and try out new ideas, even if they may not beguaranteed to succeed. By adopting a culture of innovation and experimentation, companies can create a more agile and adaptable organization, better able to respond to changes in the competitive landscape.Another important factor is the need for strong leadership and vision at the top of the organization. Leaders who can inspire and motivate their teams towards a common goal can help to drive innovation and growth, while also ensuring that the company remains focused on its core values and mission.Finally, it is worth highlighting the importance of collaboration and partnerships in driving business model innovation growth. Companies should look to forge strategic alliances with other organizations or industry players, leveraging each other's strengths and capabilities to innovate together and drive growth in new and exciting ways.In conclusion, achieving business model innovation growth is no easy feat, but it is vital for businesses looking to remain competitive in today's fast-paced and rapidly changing business environment. By prioritizing the customer, leveraging technology and data, taking risks and innovating continuously, and fostering a culture of collaboration and partnership,companies can position themselves for success both now and in the years to comeOne of the key challenges that businesses face today is the need to constantly evolve and adapt to changing market conditions. This means that companies need to be agile, flexible, and dynamic in their approach to business model innovation growth. Here are some additional strategies that businesses can use to achieve this goal:1. Develop a culture of experimentation and learningOne of the most important factors in driving business model innovation growth is the ability to experiment and learn from failures. This means promoting aculture of experimentation and risk-taking, where employees are encouraged to try out new ideas and approaches, even if they may not always succeed. By fostering a culture of open-mindedness and curiosity, businesses can create an environment where innovation can flourish.2. Embrace new technologies and platformsTechnology is an ever-evolving landscape, with new tools and platforms emerging all the time. Companiesthat can stay on the cutting edge of technology will have a significant advantage in driving business model innovation growth. Whether it's adopting new software tools, leveraging and machine learning, or embracing new social media platforms, companies that can adaptto new technologies will be well-positioned to succeed.3. Engage with customers and stakeholdersIn today's business environment, customers and stakeholders have more power and influence than ever before. Companies that can engage with their customers and stakeholders in a meaningful way will be better positioned to understand their needs and preferences, and to develop new products and services that meet those needs. This may involve leveraging social media and digital marketing channels, or it may involve more traditional methods of gathering customer feedback and insights.4. Foster collaboration and partnershipsNo company can succeed in isolation, and partnerships and collaborations can be a powerful driver ofbusiness model innovation growth. By working withother companies, entrepreneurs, and stakeholders, businesses can tap into new ideas and perspectives, aswell as leverage complementary skills, expertise, and resources. This may involve forming strategic partnerships, engaging in joint ventures, or collaborating with startups or other businesses that share similar values or goals.Overall, achieving business model innovation growth requires a combination of strategic thinking, agility, creativity, and a willingness to take risks and experiment. Whether it's prioritizing the customer, leveraging technology and data, fostering a culture of innovation, or engaging with customers and stakeholders, companies that can stay ahead of the curve and adapt to changing market conditions will be well-positioned to succeed now and in the futureIn conclusion, achieving business model innovation growth is crucial for companies to succeed in today's rapidly evolving marketplace. It requires a combination of strategic thinking, agility, creativity, and risk-taking. This can be achieved by prioritizing the customer, leveraging technology and data,fostering a culture of innovation, and engaging with customers and stakeholders. Companies that can adaptto changing market conditions and stay ahead of the curve will have a better chance to succeed both nowand in the future。

摘要当前，在新的经济背景下一些企业逐步运用新型的营运资金管理战略即OPM 战略来缓解资金压力，减少对自身营运资金的占用，运用外部资源完成自身营运。

然而，并非每个实施OPM战略的企业都能利用OPM战略实现规模扩张，OPM 战略运用不当不仅会挤占上下游企业的生存空间，不利于提高整个价值链的竞争力，还会因为过度依赖供应商及客户来获得自身发展所需资金而造成企业资金链脆弱。

由于OPM战略的运用会对营运资金的流动性及安全性产生影响，与上下游企业密切相关，因此对于实施OPM战略的企业而言不仅应当关注内部价值链管理，还应当关注外部价值链管理，注重维护与上下游企业间的关系。

目前基于价值链视角的营运资金管理理论尚未形成完整的体系，同时对OPM 战略的研究主要集中于单一要素视角，而单一要素视角的营运资金管理，忽视企业与内部外部之间的联系，脱离企业业务流程，无法适应现阶段的企业营运资金管理。

因此基于价值链视角的营运资金管理理论便应运而生，其根据营运资金在企业生产运营中所处的不同渠道，具体地分析出某个渠道是否存在对营运资金过度占用而导致营运资金周转效率下降的问题，在保障营运资金安全性与流动性的基础上，基于战略视角，有助于提升价值链整体利益，是一种较为科学有效的营运资金管理理论。

因此，本文基于价值链视角，探讨国内调味品企业运用OPM战略对营运资金管理的影响以及意义，研究新的营运资金管理发展思路。

本文主要采用文献研究法和案例分析法，借鉴营运资金管理、OPM战略以及价值链管理等相关理论，结合内部及外部价值链，综合财务与非财务指标，基于价值链视角对海天味业利用OPM战略进行营运资金管理进行分析。

首先，对调味品行业进行概述，总结调味品企业价值链结构，分析海天味业企业概况；其次，对其OPM战略的运用从以下四个方面展开：OPM战略实施条件、运作模式、资金应用方式、影响其选择运作模式的因素；再次，在此基础上分别从内部价值链与外部价值链两个方面对海天味业运用OPM战略进行营运资金管理进行分析评价，在对海天味业内部价值链分析时从流动性、安全性两方面出发,外部价值链分析则从上游供应商环节与下游客户环节展开，其中上游供应商环节从采购模式、和供应商关系两个方面进行分析，下游客户环节从渠道结构、客户集中度展开。

目录摘要 (1)Abstract (1)第一章绪论 (1)1.1 选题背景与意义 (1)1.1.1 选题背景 (1)1.1.2 选题意义 (2)1.2 本文研究思路及研究方法 (2)1.2.1 本文的研究思路 (2)1.2.2 本文的研究方法 (3)第二章顾客满意度相关概念及理论基础 (4)2.1 顾客满意度概念 (4)2.2 顾客满意度影响因素 (4)2.2.1 企业总体形象 (4)2.2.2 产品特性 (5)2.2.3 服务质量 (5)2.2.4 就餐环境 (5)2.3 国内外顾客满意度相关研究 (5)2.3.1 国外顾客满意度相关研究 (5)2.3.2 国内顾客满意度相关研究 (6)第三章连锁餐饮企业顾客满意度指标体系的构建 (7)3.1 连锁餐饮企业行业现状分析 (7)3.2 连锁餐饮企业顾客满意度测评指标体系的设计 (7)3.2.1 连锁餐饮企业顾客满意度测评指标体系建立的目的 (7)3.2.2 连锁餐饮企业顾客满意度测评指标体系的设计原则 (8)3.2.3 连锁餐饮企业顾客满意度测评指标体系的建立 (8)第四章案例分析及评价-以石家庄市德克士为例 (10)4.1 德克士背景简介 (10)4.2 案例调查分析 (10)4.2.1 调查问卷原则 (10)4.2.2 问卷的设计 (11)4.2.3 问卷统计结果 (11)4.3 数据的统计分析与评价 (12)4.3.1 专家打分法步骤 (12)4.3.2 指标权重的确定 (13)4.3.3 基于模糊综合评判的顾客满意度评价 (14)第五章石家庄德克士提升顾客满意度的对策建议 (19)5.1 石家庄德克士餐饮企业顾客满意度实施中存在的问题 (19)5.1.1 对餐厅的总体形象不够重视 (19)5.1.2 服务质量有待提高 (19)5.1.3 不注重产品创新 (19)5.2 石家庄德克士餐饮企业顾客满意度提升策略 (19)5.2.1 结合企业特点，改善企业形象 (20)5.2.2 顺应时代潮流，优化服务质量 (20)5.2.3 掌握顾客需求，注重产品创新 (20)第六章结论 (21)参考文献 (22)致谢 (23)附录 (24)摘要本文着重研究连锁餐饮企业顾客满意度，在研究顾客满意度时，以石家庄市德克士企业为例，通过对案例的分析，得出相应的结果。

中文2600字附录The theory of value chain development supplement(1) the industry value chain theory. The value chain concept is a Harvard Business School professor Michael? Potter proposed in "competitive advantage" in a book. He said, "every enterprise is a collection of various activities to assist its products in the design, production, sales, and the sending of, all these activities can show that value chain." Also refers to the value chain of an enterprise. The industrial chain is a concept in industrial economics, is between the various industries based on the correlation technology economy, and based on the logical relationship and space-time distribution of specific objective formation of chain type relation form. In the Michael? Potter's value chain model based on the new extension, the inter-firm linkages is taken into account, that is known as the industrial value chain. Generally speaking, outside the enterprise internal value chain on the formation of industry value chain. Its forming process is the production of enterprises will be part of the original technology development, manufacturing, marketing, service and so on to design and integration, the resources are concentrated in specific areas, will focus narrowed to the core business, retaining only the key link, is the best part of core functions, and will other aspects of virtualization, which reduce the input or give up some links, with the help of the market by seeking external partners to provide help, these cooperative enterprises have the enterprise temporarily not available or not outstanding ability. This formed through market transaction between the new value chain can be referred to as the industry chain, it can enhance the enterprises and the competitiveness of the whole industry chain rapidly.Not only the enterprise internal value chain, value chain and value chain of an enterprise and other economic units are the same, the value chain of any enterprise can exist in a composed of many value system. However, the enterprise value chain is a vertical structure, top-down control; industry chain is the externalization of the enterprise internal value chain. Research on enterprise value chain is the enterprise activities, and the study of industry chain and industry value chain between enterprise activities. With the division of labor within the industry to continue to develop in depth, the traditional industries of different types of value creation activities gradually by an enterprise as the leading into a plurality of the activities of enterprises, these enterprises constitute the relationship between upstream and downstream, worktogether to create value.(2) the theory of global value chain. The global value chain theory is based on the international commodity chain and value chain theory, combined with many subjects by many researchers to work together to create. Curgat in the "global strategy: design with value chain analysis of the international strategic situation comparative and competitive value-added chain". In this paper, the value chain is composed of fusion technology, raw materials and labor and the formation of the input link, and then through the assembly of these links are combined to form the final goods, finally through the market, consumption and completed value cycle. Therefore, he thought, set the form of international business strategy is actually the interactions between national comparative advantage and the competitive ability of the enterprise to the results, the comparative advantage of a country or an enterprise's competitive ability can not be embodied in every link in the production of goods. The comparative advantage of countries reflected in the entire value chain condition depends on the efficient allocation of resources between countries or regions of the situation, and reflect the core competitiveness of enterprises in the value chain depends on the enterprise to develop its competitive advantage and the choice of link. Compared with the value chain and Potter emphasized the individual competitive advantage, the relationship between Curgat's viewpoint can reflect vertical separation and global value chain and between the configuration, the value chain concept is extended from the enterprise level to the regional and national levels, resulting in a very important role in the formation of the global value chain theory.The global value chain refers to the realization of goods or services connected to the production, sales, value and service process of global enterprise network organization, ranging from raw material acquisition and transportation, semi-finished and finished goods production and distribution, the entire process until the final goods and services. It includes all the participants and the production and marketing activities of the organization and its value, profit distribution. At present, walk in the world, is in the global value chain of enterprises with services from design, product development, manufacturing, marketing, sales, consumption, customer service, and other value added activities.Study on the perspective of the global value chain from the past simply confined to a country to extend to the value chain of global now, emphasize the importance and relevance of value chain cooperation in Global trade in different countries. Based on the value chain decomposition and recombination, in order to achieve high additionalvalue, thus greatly expand business, make the enterprise become possible for each order to customize a value chain, and enable enterprises to think like a big company, acting like a small company.(3) the theory of value chain management. Value chain management mainly has vertical value chain management and value chain management level points: vertical value chain management refers to an enterprise value chain (raw materials manufacturers, suppliers, manufacturers, customers) all participating entity management. Japanese companies first use of vertical value chain management, attempts to unify all of the factors in the manufacturing process, in order to better control the suppliers and distributors, to strengthen the cooperation between enterprise and its supplier, and improve the quality of the products. Manufacturing enterprises and suppliers no longer a minimum price for a supply of sth., both sides have established cooperative partnership. Based on the shared interests, suppliers can also participate in the product design, manufacturing enterprises in this way, the two sides can through the exchange of information timely, rapid design the most practical products.With the development of economy, many innovative enterprise structure in Japan in the manufacturing industry, the level of the value chain management. These often partner member companies than those parts suppliers to develop faster. Value chain management level is on the interaction of the various enterprises value chain of enterprises at the same level of the management of enterprise group. The virtual enterprise is popular, companies sometimes even among competitors through the alliance, the use of information technology to achieve the win-win goal. Once the realization of this objective, virtual enterprise is dissolved. Virtual enterprises are not working principle of fixed, usually by the relevant enterprises to provide their core superiority, from the best manufacturers products, with the most advanced R&D sector enterprises to design products, the best marketing companies to sell products etc.The high-tech enterprises value creationUsually said "value creation" is refers to the enterprise through the purchase of raw materials, manufacturing products, and ultimately sold to customers, so as to realize the process of corporate profits and capital appreciation. In this process, the enterprise and enterprise profit and the value added to meet the already exists objectively customer demand. The "value creation" is refers to the enterprise through the full and detailed market survey, will create the body (enterprise) subject and value(customer) are linked together organically, is a whole system, then use the capital operation and other means, for customers to create new demand, and for the enterprise to create a broader market space and the value space, finally reach a value on the leap.For different understanding and knowledge of the value creation form different value creation, and the different value creation and form the enterprise business philosophy and customer relationship corresponding to different. The traditional value creation ideas that enterprises must comply with customer's demand, no customer no enterprise value. The enterprise is in a passive position in the buyer's market. The relationship between enterprise and customer profile should be for the customer to dominate the enterprise value, two in the market in the state is due to buy and sell. And the former is different, the innovative concept of "value creation" is created by the enterprise. In this concept, the enterprise is the former have more initiative and more creative, enterprises through continuous innovation needs to lead customers into their own market, the customer and enterprise is bought for selling. Therefore, the "value creation" is a high-tech enterprise by its unique advantage in capital for the customer to create new demand, and the new trend of new demand into real products or services to lead the customer consumption, thereby creating a new market space and value space. That is the real meaning of value creation, is a high-tech enterprise value leap, and a leap is the wealth of society.价值链理论新发展补充（1）产业价值链理论。

简述企业价值链核心业务流程管理的内容Enterprise Value Chain: Streamlining Core Business ProcessesEvery successful organization understands the importance of effectively managing its core business processes. These integral processes form the backbone of an enterprise's value chain, contributing to its overall success and competitive advantage in the marketplace. In this article, we will delve into the significance and key aspects of managing core business processes in an enterprise.价值链是企业中一系列活动和过程相互关联和相互配合的组合，目的是为了创造最大化的价值。

在这个连续流程中，核心业务流程管理起到关键作用。

它涉及到企业内部各个层面的协同工作，以实现高效、优质和可持续的运营。

To begin with, effective management of core business processes involves analyzing and mapping out each process within the value chain. This is essential for understanding how each process contributes to the overall value creation.By examining and identifying areas for improvement or optimization, organizations can streamline these critical processes to enhance their efficiency and effectiveness.有效管理核心业务流程包括分析和绘制出价值链中每一个过程。

供应链合作伙伴可以提高企业创新业绩吗基于供应商、客户集中度的分析一、本文概述Overview of this article在全球化的商业环境中，供应链管理已成为企业成功运营和取得竞争优势的关键因素。

供应链合作伙伴，包括供应商和客户，在企业的创新活动中扮演着重要角色。

本文旨在探讨供应链合作伙伴如何影响企业的创新业绩，特别是从供应商和客户集中度的角度进行深入分析。

In the globalized business environment, supply chain management has become a key factor for successful operation and competitive advantage of enterprises. Supply chain partners, including suppliers and customers, play important roles in the innovation activities of enterprises. This article aims to explore how supply chain partners affect a company's innovation performance, particularly from the perspective of supplier and customer concentration.我们将首先定义供应链合作伙伴的概念，并阐述其在企业创新过程中的作用。

接着，我们将介绍供应链集中度——即企业与少数关键供应商和客户的关系强度——如何影响企业的创新能力和业绩。

通过理论分析和实证研究的结合，我们将探讨供应链集中度对企业创新业绩的直接影响，以及可能存在的中介变量和调节变量。

We will first define the concept of supply chain partners and explain their role in the process of enterprise innovation. Next, we will introduce how supply chain concentration - the strength of a company's relationship with a few key suppliers and customers - affects its innovation capability and performance. Through a combination of theoretical analysis and empirical research, we will explore the direct impact of supply chain concentration on firm innovation performance, as well as possible mediating and moderating variables.本文还将考虑不同行业、不同规模企业的供应链集中度对创新业绩的差异性影响，并探讨供应链合作伙伴选择和管理策略对企业创新的影响。

密级公开学号201241124139衡水学院毕业论文A公司员工招聘策略研究论文作者：杨姑娘指导教师：张丹丹系别：：经济学与管理学系专业人力资源管理年级：2012级提交日期：2015年12月20日答辩日期：2016年5月21日毕业论文（设计）学术承诺本人郑重承诺：所呈交的毕业论文是本人在导师指导下进行的研究工作及取得的研究成果。

除了文中特别加以标注和致谢的地方外，论文中不存在抄袭情况，论文中不包含其他人已经发表的研究成果，也不包含他人或其他教学机构取得的研究成果。

作者签名：日期：毕业论文（设计）使用授权的说明本人了解并遵守衡水学院有关保留、使用毕业论文的规定。

即：学校有权保留或向有关部门送交毕业论文的原件或复印件，允许论文被查阅和借阅；学校可以公开论文的全部或部分内容，可以采用影印、缩印或其他复制手段保存论文及相关资料。

作者签名：指导教师签名：日期：日期：2012级人力资源管理专业毕业论文A公司员工招聘策略研究摘要：招聘工作对企业的人力资源管理工作非常重要，是企业获得人力资源的重要途径，是企业凝聚人才、增强竞争力的重要手段。

针对企业的具体情况，对企业的的招聘工作进行分析和诊断，并且提出解决方案，这对企业来说是很有必要的。

A公司是一家直营连锁的民营企业，招聘在日常工作中非常重要。

本文首先对招聘的基本理论进行了简单阐述，介绍了招聘的概念，对企业招聘的内外部环境进行了分析；再次，对A 公司的基本情况进行了简要的介绍，对该公司招聘管理工作现状及存在的问题进行了分析；最后，针对A公司招聘策略的现状及存在的问题，从招聘的准备、实施和评估各环节提出了改进意见。

论文针对A公司的员工招聘所提出的改进意见和建议，对与A公司相似企业的招聘策略也有一定的借鉴意义。

关键词：招聘；招聘管理；招聘策略杨姑娘：A公司员工招聘策略研究A company employee recruitment strategy researchAbstract:Recruitment is very important to the human resources management of enterprises, is the enterprise to obtain the important way of human resources, is an important means of condensed talents, enhance competitiveness. According to the specific situation of enterprises, make analysis and diagnosis for the enterprise in the recruitment, and propose solutions, it is necessary for the enterprise.A company is A retail chain of private enterprises, recruitment is very important in daily work. This article first briefly elaborated on the basic theory of recruitment, this paper introduces the concept of recruitment, recruitment of internal and external environment of the enterprise are analyzed; Again, the brief introduction of the basic situation of A company, the company recruitment management present situation and existing problems are analyzed; Finally, in view of the present situation of the company A recruitment strategy and existing problems, from recruitment to prepare, implement and evaluate each link improvement opinions are put forward.Papers on A company's employee recruitment improvement opinion and the suggestion, proposed to the similar enterprises with company A recruitment strategy also to have certain reference significance.Keywords: recruitment; Recruitment management; Recruitment strategy2012级人力资源管理专业毕业论文目录摘要 (3)Abstract (4)目录 (5)1 绪论 (6)1.1引言 (6)2 员工招聘基本理论概述 (7)2.1招聘的含义 (7)2.2基于企业生命周期的招聘策略 (7)3 招聘的外部环境分析 (9)3.1 国家政治和法律环境 (10)3.2 社会文化环境 (10)3.3 劳动力市场 (10)4 招聘的内部环境分析 (10)4..1 企业的品牌和形象 (11)4..2 企业所处的生命周期 (11)4..3 企业的战略规划和发展计划 (11)4..4 企业的招聘政策 (11)4.5 财务预算 (11)4.6 组织文化 (12)5 A公司招聘现状分析 (12)5.1 A公司基本情况介绍 (13)5.2 A公司招聘管理现状 (14)5.3 A公司招聘管理存在的问题及挑战 (16)6 A公司招聘策略改进建议 (18)6.1 招聘准备阶段改进 (18)6.2 招募阶段改进 (19)6.3 招聘选择阶段的改进 (19)6.4 招聘录用阶段的改进 (20)6.5 招聘评估阶段的改进 (21)7 结语 (22)参考文献 (23)致谢 (24)杨姑娘：A公司员工招聘策略研究1 绪论1.1引言当今世界的竞争，是人才的竞争。

战略成本管理：价值链的角度【外文翻译】本科毕业论文（设计）外文翻译外文题目Strategic Cost Management：The Value ChainPerspective外文出处Journal of Manangement Accounting Research,1992（4）：179-197外文作者Jone k.Shank，Vijay Govindarajan原文：Strategic Cost Management：The Value Chain Perspective When Ernst & Young surveyed more than 23,000 senior members of the US Institute of Management Accountants on cost management and measurement in 2003,it elicited a number of confusing results.Although 80 per cent of the respondents rated cost management as strategically important, 98 percent admitted that their current practices in that area were leading to cost distortions.Three-quarters reported that they weren't significantly constrained by a lack of in-house technical accounting skills,while nearly 80 per cent agreed that the introduction of new management accounting initiatives was no more than a medium priority for their organisations.If so many respondents were reporting that cost management (and, by extension,measurement) was important, that their current methods were flawed and that they had in-house skills to solve the problem, why were so few doing anything about it?We believe that many of the companies covered in the survey had already tried – and failed - to improve their cost measurement methods. The rule of thumb is that 70 per cent of such projects do not achieve their long-termobjectives. Most are abandoned within two years as a result of "death by detail" and a lack of involvement from the operational side of the organisation.Operational managers often ask for "better financial transparency, so we know which levers we can pull that will have the most beneficial effect on the business".Because the word "financial" is used in such requests, they tend to be passed to the CFO. Unfortunately, these levers (drivers of activities) are not found in the general ledger.,chart of accounts or cost-centre structure.They are found in the operational data.Strategic cost management is the deliberate alignment of a firm?s resources and associated cost structure with long-term strategy and short-term tactics. Although managers continue to pursue efficiency and effectiveness within the firm,increasingly, improvements are obtained across the value chain, through reconfiguring firm boundaries, relocating resources, reengineering processes, and reevaluating product and service offerings in relation to customer requirements. Structural cost management employs tools of organizational design,product design, and process design to create a supply chain cost structure that is coherent with firm strategy. Executional cost management employs measurement and analysis tools _e.g., cost driver analysis, supplier scorecards_ to evaluate supply chain performance and sustainability. Using selected studies in accounting, operations management, and business strategy, we provide an overview of strategic cost management , highlight contemporary developments, and suggest directions for future research.Shank and Govindarajan posit that two types of cost driversare the basis for strategic cost management: structural cost drivers that reflect organizational structure, investment decisions, and the operating leverage of the firm; and executional cost drivers that reflect the efficacy and efficiency of executing the strategy. Stated differently, structural cost management may be conceived of as a choice among alternative production functions that use different inputs or combinations thereof to meet a particular market demand. Executional cost management is concerned instead with whether, for a given production function, the firm is on the efficient frontier. Tomkins and Carr link the two modes of cost management, positing that cost driver analysis is a catalyst for improving existing processes _i.e., executional cost management_as well as a catalyst for reengineering processes to create a different cost structure _i.e., structural cost management_.Structural and executional cost management have always been central toprofitable firms.Increasingly, firms are applying principles of strategic cost management to the supply chain as an important avenue for profit growth. Structural cost management opportunities are evident in partner selection processes, in the way that governance and control systems are designed to align partner interests. Executional cost management opportunities are evident in the performance measurement and management processes that are used to evaluate and improve transaction-level performance, relationship-level performance.All these factors were on our minds when the CFO of Barclays UK Retail Bank asked us to create financial transparency, including end-to-end process capacity and cost measurements differentiated by product and channel, across the organisation.We knew that doing this would depend on achieving operational transparency, so that was our starting point. We duly found a reasonable customer segment data structure; a product family data structure; an organisation data structure captured by cost centres; and a resource data structure captured by the general ledger chart of accounts. But,although a process data structure was key to the CFO's end-to-end process cost requirement, we were unable to find one.Stage one: data structureSome people refer to a data structure as a taxonomy similar to that which describes relationships in the animal kingdom. The main reason for needing a process data structure is that the process defines the customer experience. It is also the basis for capacity and cost measurement.Building a process data structure was our first step towards establishing operational transparency. We called our Structure the process classification framework. We mapped activities in all departments to a process in the framework.We also identified more than 30 channels through which customers could contact the bank and through which it could contact them - eg, face to face in branches, on the telephone, online, via cash machines etc. When the process is connected to the channel, the end-to-end process is defined.Stage two: data controlOur primary control for financial data was the general ledger.We needed a comparable control to validate operational data.Reconciling the demand for capacityto the supply of capacity became our control.Capacity represents resources -ie,employees and/or equipment. There is a demand for capacity and a supply of capacity. They are defined using the following equations:Demand for capacity in time = activity volume X process time.Supply of capacity in time = number of full-time equivalent resources (people or equipment) x average days at work in a year x average time available to perform the primary work by subtracting time required for meetings and breaks for people and maintenance for equipment.Managing supply and demand is crucial:too little capacity will result in customer dissatisfaction and lost business, while too much will result in costly and uncompetitive processes. Because demand for capacity can be computed without knowledge of supply, and because supply of capacity can be computed without knowledge of demand, the reconciliation of demand and supply validates these two independent sets of operational data and becomes the primary control for operational data transparency. Secondary controls include accounting for all volumes and all resources and use of the data by sales,distribution and operations.Stage three: applicationThe sales process provides an example of how we have been integrating the process classification framework supported by demand and supply data quality control.To this end, we have: Established a working relationship with the sales management team.Using the bank's standard list of products and processes, drafted a survey seeking the average times taken by the sales team to work on each product and process -eg, selling, fulfilment and servicing.Tested out the survey with two or three sales associates.Conducted the survey with focus groups representative of the whole sample.Collated the data, removed outliers,reconciled demand andsupply, obtained approval from sales team and sought permission to present the findings to the head of the department. The presentation of this operational data becomes another control, because it demonstrates that the sales team accepts the data.Our experience at Barclays has taught us that operational transparency, which isa prerequisite for financial transparency,can be established by combining a process classification framework with operational data control. The project we worked on to achieve this has also highlighted idle capacity, process times that could be improved and non-selling activities performed by the sales team. Another benefit from this approach to financial transparency is that it can improve the management accountant's ability to speak the language of the sales, distribution and operations functions - and to learn more about the drivers used in financial transparency.During the last years issues of strategic management accounting have received widespread attention in the accounting literature. Yet the conceptual foundation of most proposals is not clear. This paper presents a theoretical analysis of one of the most prominent approaches of strategic management accounting, i.e. Target costing. We analyse three distinct characteristics of this strategic management accounting tool, namely its market orientation, its use as co-ordination instrument and its interaction with other factors affecting long-term cost structure in the form of strategic learning. The analysis shows that the more …strategic? dimensions are added to the problem of cost management, the less valid ar e …strategic? management accounting proposals in terms of the usual way target costing is employed.The more strategic factors are included in the problem of long-term cost management,the less clear are the relationships between these factors. We showed this for three aspects usually considered important in the literature on strategic management accounting, namely learning processes, employee incentives and market orientation.The analysis also hints that results concerning target costing?s applicability to various industries may depend on the kind of learning prevalent in these industries. In the light of our results,the numerous contributions to the literature exploring target costing?s use in different industries may seem quite justi.But clearly some empirical investigation is needed to support this view.The third feature results from the fact that target costing is considered a strategic management accounting system. This implies that its main focus is on long-term cost management rather than the short-term focus adopted by more traditional cost accounting systems.Consequently, we can summarize target costing?s three distinct featu res as market orientation, effort co-ordination and long-term cost management.From a theoretical point of view, these three characteristics give rise to a number of questions. The approach used by target costing to accomplish …market-orientation? is the subtraction method. Though of some intuitive appeal, one might wonder why cost-reducing efforts should cease exactly at the point prescribed by this procedure.Therefore,the subtraction method can only be justi. This implies a trade-off between expenditures on costly efforts today in order to reap future bene.The second question we want to address concerns target costing?s function as a co-ordination tool. How can designengineers be motivated to exert the cost-reducing efforts necessary to bring standard costs in line with allowable costs? This question obviously concerns the . rm?s internal incentive structure.In particular, it must be assumed that the design engineers will not supply cost-reducing efforts for free, but must somehow be compensated for these efforts. Furthermore, the engineers will generally have better information about a product?s cost-saving potential than corporate or division headquarters trying to co-ordinate these cost-reducing efforts.The third question concerns target costing?s valu e as an adequate tool for successful long-term cost management. T o address this issue, we have to consider that cost-reducing efforts during the design stage are by no means the only factors affecting long-term product cost.Taking a broader perspective, this point concerns the question of interdependencies between factors considered important for long-term cost management such as the method used(target costing) and other factors affecting long-term cost(learning). Obviously, because of the numerous interdependencies between the issues,these questions can only be addressed simultaneously.Our main result is that a simultaneous analysis of market orientation, co-ordination and long-term cost management in the framework of target costing can yield .Unfortunately, cost management skills are in short supply. As the earlier quote makes clear, strategic cost management skills are in high demand. For management accounting educators this is both a threat and an opportunity. Although traditional tools of executional cost management remain important, in an economy that is the midst of radical restructuring, and structural cost management is rarely about mastering a set oftools. Indeed, Mintzberg argues quite emphatically that we have overemphasized tools at the expense of a richer understanding of business context: “Technique applied with nuance by people immersed in a situation can be very powerful. But technique taught generically, out of context encourages that …rule of the tool?: Give a little boy a hammer and every thing looks like a nail.”Structural cost management is relevant for both accounting majors and general business students. With structural cost management skills and the broader framework of the value chain,accountants are more likely to earn a place at the top management table where strategy is developed.And unlike traditional cost accounting, much of which has been displaced by technology,structural cost management requires analysis that is neither routine nor repetitive.Of course, features that make structural cost management skills the purview of “knowledge workers” also make it challenging _but also, rewarding_ to teach. In sum, although our review indicates promising developments in accounting research on both structural and executional cost management in supply chains, we believe that accounting education must make comparable strides in augmenting executional cost management training with teaching aimed at building structural cost management skills. The broader mandate of strategic cost management applied to the full value chain enlarges the domain of management accounting research and education.Source:Journal of Manangement Accounting Research,1992(4):179-197.译文：战略成本管理：价值链的角度当安永会计师事务所于2003年在成本管理与测量中调查了超过23000名美国管理会计师协会高级成员，它引出许多混淆的结果。

供应链管理外文翻译文献供应链管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)Supply Chain ManagementThe so-called supply chain, in fact, from suppliers, manufacturers, warehouses, istribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the rofessional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management.From the above definition, we can be interpreted to include supply chain anagement of rich content.First of all, supply chain management products to meet customer demand in the process of the cost implications of various members of the unit are taken intoaccount, including from raw material suppliers, manufacturers to the warehouse distribution center to another channel. However, in practice in the supply chain analysis, it is necessary to consider the supplier's suppliers and customers of the customers, because their supply chain performance is also influential.Second, supply chain management is aimed at the pursuit of the whole supply chain's overall efficiency and cost effectiveness of the system as a whole, always trying to make the total system cost to a minimum. Therefore, the focus of supply chain management is not simply a supply chain so that members of the transportation costs to minimize or reduce inventory, but through the use of systems approach to coordinate the supply chain members so that the entire supply chain total cost of the minimum so that the whole supply chain System in the most fluent in the operation.Third, supply chain management is on the suppliers, manufacturers, warehouses, distribution centers and organically integrate the channel into one to start this problem, so many businesses, including its level of activities, including the strategic level, tactical and operational level Level, and so on.Although the actual logistics management, only through the organic supply chain integration, enterprises can significantly reduce costs and improve service levels, but in practice the supply chain integration is very difficult, it is because: First of all, in the supply chain There are different members of different and conflicting objectives. For example, providers generally want manufacturers to purchase large quantities of stable, and flexible delivery time can change; desire to the contrary with suppliers, although most manufacturers are willing toimplement long-term production operations, but they must take into account the needs of its customers and to make changes Positive response, which requires manufacturers choice and flexibility in procurement strategy. Therefore, suppliers and manufacturers to the goal of flexibility in the pursuit of the objectives inevitably exist between the contradictions.Secondly, the supply chain is a dynamic system, with time and constantly changing. In fact, customers not only demand and supply capacity to change over time, supply chain and the relationship between the members will change over time. For example, the increased purchasing power with customers, suppliers and manufacturers are facing greater pressure to produce more and more personalized varieties of high-quality products, then ultimately the production of customized products.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits, such as HP,IBM, DELL, such as supply chain management in the practice of the remarkable achievements made is proof.Supply chain management: it from a strategic level and grasp the overall perspective of the end-user demand, through effective cooperation between enterprises, access from the cost, time, efficiency, flexibility, and so the best results. From raw materials to end-users of all activities, the whole chain of process management.SCM (supply chain management) is to enable enterprises to better procurement of manufactured products and services required for raw materials, production of goods and services and their delivery to clients, the combination of art and science. Supply chain management, including the five basic elements.Plan: This is a strategic part of SCM. You need a strategy to manage all the resources to meet our customers for your products. Good plan is to build a series of methods to monitor the supply chain to enable it to effective, low-cost delivery of high quality for customers and high-value products or services.Procurement: you can choose the products and services to provide goods and services providers, and suppliers to establish a pricing, delivery and payment processes and create methods to monitor and improve the management, and the suppliers to provide goods and services Combined with management processes, including the delivery and verification of documentation, transfer of goods to your approval of the manufacturing sector and payments to suppliers and so on.Manufacturing: arrangements for the production, testing, packaged and ready for delivery, supply chain measurement is the largest part of the contents, including the level of quality, product yield and productivity of workers, such as the measurement.Delivery: a lot of "insider" as "logistics", is to adjust the user's orders receipts, the establishment of the storage network, sending and delivery service delivery personnel to the hands of customers, the establishment of commodity pricing system, receiving payments.Return: This is the supply chain problems in the handling part. Networking customers receive the refund of surplus and defective products, and customer applications to provide support for the problem.Source70 in the late 20th century, Keith Oliver adoption and Skf, Heineken, Hoechst, Cadbury-Schweppes, Philips, and other contact with customers in the process of gradually formed its own point of view. And in 1982, "Financial Times" magazine in an article on the supply chain management (SCM) of the significance, Keith Oliver was that the word will soon disappear, but "SCM" not only not disappeared, and quickly entered the public domain , The concept of the managers of procurement, logistics, operations, sales and marketing activities sense a great deal.EvolutionSupply chain has never been a universally accepted definition, supply chain management in the development process, many experts and scholars have putforth a lot of definition, reflecting the different historical backgrounds, in different stages of development of the product can be broadly defined by these For the three stages:1, the early view was that supply chain is manufacturing enterprises in an internal process2, but the supply chain concept of the attention of the links with other firms 3, the last of the supply chain concept of pay more attention around the core of the network links between enterprises, such as core business with suppliers, vendors and suppliers, and even before all the relations, and a user, after all the users and to the relationship.ApplySupply chain management involves four main areas: supply, production planning, logistics, demand. Functional areas including product engineering, product assurance, procurement, production control, inventory control, warehouse management, distribution management. Ancillary areas including customer service, manufacturing, design engineering, accounting, human resources, marketing.Supply Chain Management implementation steps: 1, analysis of market competition environment, identify market opportunities, 2, analysis of customer value, 3, identified competitive strategy, 4, the analysis of the core competitiveness of enterprises, 5, assessment, selection of partners For the supply chain partners of choice, can follow the following principles:1, partners must have available the core of their competitiveness.2, enterprises have the same values and strategic thinking3, partners must Fewer but Better.CaseAs China's largest IT distributor, Digital China in China's supply chain management fields in the first place. In the IT distribution model generally questioned the circumstances, still maintained a good momentum of development, and CISCO, SUN, AMD, NEC, IBM, and other famous international brands to maintain good relations of cooperation. e-Bridge trading system in September 2000 opening, as at the end of March 2003, and 6.4 billion yuan in transaction volume. In fact, this is the Digital China from the traditional distribution supply chain services to best reflect the changes. In the "distribution of services is a" concept, Digital China through the implementation of change channels, expansion of product and service operations, increasing its supply chain in the value of scale and specialized operations, to meet customer demand on the lower reaches of the In the course of the supply chain system can provide more value-added services, with more and more "IT services" color.供应链管理所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。

基于价值链视角的商业模式创新研究摘要随着网络经济时代的到来，企业经营的商业环境在不断地发生变化，相应地也引起了企业竞争形式和焦点的变化。

在竞争实践中，越来越多的企业高层管理者认识到，商业模式正逐渐成为获取竞争优势的关键因素。

正如管理学大师彼得·德鲁克所言，“当今企业之间的竞争，不是产品之间的竞争，而是商业模式之间的竞争”。

商业模式创新致力于构建企业新的竞争优势，与价值链的主张不谋而合，这也启示我们可以从价值链的视角分析商业模式的创新问题。

本文首先对商业模式创新的国内外相关研究进行了回顾和梳理，在此基础上选定本文的研究视角——基于价值链视角的商业模式创新研究。

然后分析了网络经济背景下企业价值链的内容，从价值链的角度确立了商业模式的涵义和四个构成要素：价值主张、运营模式、界面模式和盈利模式。

接下来，分析了商业模式创新的理论基础，从价值链各活动和主体的角度对商业模式诸要素的创新进行分析，提出了基于市场营销和顾客的价值主张创新、基于企业内部业务流程再造的运营模式创新、基于外部价值链的界面模式创新和平台化的盈利模式创新四个商业模式创新的路径，并论述了商业模式创新的评估方法。

最后，选取居泰隆家居为案例，对其商业模式创新进行了研究。

通过本文的研究，笔者认为，价值链和商业模式都是一种价值创造逻辑，能够构建企业的竞争优势，价值链的活动和主体与商业模式要素之间的对应关系为价值链视角的商业模式创新提供了依据。

用价值链视角分析商业模式创新具有多条路径，因此，企业管理者在设计商业模式的创新路径时要从多个角度进行分析和评估。

价值链视角为企业商业模式创新提供了一个有效的分析工具，能有效地指导企业管理者在网络经济时代更好地引领企业从优秀走向卓越。

关键词：价值链；商业模式；商业模式创新Research on business model innovation based on the perspective of value chainAbstractWith the era of network economy, the business environment changes constantly. Accordingly, it causes changes in the enterprise competition form and focus. In the practice of competition, more and more enterprises senior managers recognize the business model is becoming the key factor to gain competitive advantage. As management guru Peter Drucker said, “Today's competition, not competition between products, but competition between business mo dels”. Business model innovation is committed to the construction of new competitive advantage of enterprises, just agree with the value chain view, which enlightens us to analyze innovation of business model from the perspective of the value chain.The paper reviews and hackles the correlation studies at home and abroad on value chain and choose the research perspective, that is, research on business model innovation based on the perspective of value chain, on the basis of these works. Then the paper analyzes the value chain content of enterprise under the background of network economy and establishes the concept and four elements of business model from the perspective of value chain, these are, value proposition, operation mode, interface mode and profit model. Next, analyzes the theory of business model innovation and analyzes the innovation of all elements of business model based on each activity and subject of value chain and puts forward four perspective of business model innovation: value proposition innovation based on marketing and customer, operation mode innovation based on internal business process reengineering, interface mode innovation based on external value chain, and profit model innovation based on platform. Then, discusses the method to evaluate business model. At last, selects the Guteron home furnishing as a case to make study on business model innovation. Through this research, the author thinks, both value chain and business model are a kind of value creation logic and able to build enterprise competitive advantage. The corresponding relationship between the activities and subjects of the value chain activities and the elements of business model provides the basis for the innovation of business model from the perspective of value chain. There have multiple paths to analyze business model innovation under the view of value chain. Therefore,managers should analyze and evaluate from different directions when designing a new business model. The value chain provides an effective analysis tool for the enterprise business innovation, which can better lead the enterprise managers to better lead the company from good to great in the age of network economy.Key Words: Value Chain, Business Model, Business Model Innovation目录1 绪论 (1)1.1 研究背景与研究意义 (1)1.1.1 研究背景 (1)1.1.2研究目的与意义 (2)1.2 国内外研究综述 (4)1.2.1 国外研究现状 (4)1.2.2 国内研究现状 (7)1.2.3 研究述评 (9)1.3 研究内容与框架 (9)1.4 研究方法 (11)1.5 可能的创新 (12)2 相关理论基础 (13)2.1 价值链理论基础 (13)2.1.1 传统价值链理论 (13)2.1.2 价值链理论的发展 (14)2.2 商业模式理论基础 (17)2.2.1 商业模式的涵义 (17)2.2.2商业模式的运行机制 (21)2.3 商业模式创新理论基础 (23)2.3.1商业模式创新的内涵 (23)2.3.2商业模式创新的原则 (24)2.3.3商业模式创新对竞争优势的意义 (25)3 价值链视角的商业模式创新 (29)3.1 价值链与商业模式的对应关系 (29)3.2 价值链视角的商业模式创新路径 (30)3.2.1 基于市场营销和顾客的价值主张创新 (31)3.2.2 基于企业内部业务流程再造的运营模式创新 (36)3.2.3 基于外部价值链的界面模式创新 (39)3.2.4 平台化的盈利模式创新 (44)3.3 商业模式创新评估 (46)3.3.1 利用商业模式画布进行商业模式整体评价 (46)3.3.2 利用SWOT分析框架进行商业模式各要素评价 (48)4 居泰隆家居企业商业模式研究 (54)4.1 行业背景与企业概况 (54)4.1.1 我国家居行业背景分析 (54)4.1.2 居泰隆家居价值链分析 (55)4.1.3 我国家居行业商业模式分析 (58)4.2 居泰隆家居商业模式创新分析 (59)4.2.1 顾客需求可视化的价值主张创新 (60)4.2.2 价值链整合的订单化运营模式创新 (61)4.2.3 外部价值链的平台化界面模式创新 (61)4.2.4 从内、外价值链考虑的“双向化”盈利模式创新 (63)4.3 居泰隆家居的商业模式评估 (64)4.4 居泰隆家居商业模式的进一步优化设计 (66)5 结论、不足与展望 (68)5.1 研究结论 (68)5.2 研究不足 (68)5.3 研究展望 (69)参考文献 (70)致谢 (72)个人简历 (73)发表的学术论文 (73)1 绪论1.1 研究背景与研究意义1.1.1 研究背景著名的战略大师迈克尔•波特教授在其《竞争战略》一书中提出了行业竞争分析的“五力模型”，并基于此从行业内企业竞争的角度设计出了企业参与市场竞争的三种基本战略：成本领先战略、差异化战略和重点集中战略。

服务型制造的研究现状探析与未来展望罗建强;王嘉琳【摘要】针对我国制造业亟需通过服务化转型升级，以攀升价值链高端的现状，本文在梳理服务型制造（SOM）相关文献的基础上，围绕为何要实施 SOM 、如何实施 SOM 和实施效果评价3个关键问题，利用比较分析法、关系分析法和归纳总结法对 SOM 进行了综述性的分析：从理论上理顺了制造业服务化与 SOM 之间的关系；比较实现定制化的生产方式，明确了实现 SOM 的使能技术；在分析SOM 实施障碍因素的基础上，提出了未来几个研究方向，这些问题的回答为促进中国制造业从“生产型制造”向“服务型制造”的转型升级提供了理论依据。

%Against to the present situation of the transformation and upgrading of China’s manufacturing industry through service -oriented in order to climb up the value chain , the paper analyzes the issue around why should implement SOM ,how to evaluate the effect of the implementation of SOM and three key problems of implementation ,which is based on the relevant literature of service - oriented man-ufacturing (SOM) .The tasks analyze SOM through comparative analysis approach , the relationship analysis and comprehensive analysis rationalizes from the theoretical distinction between the servitization and SOM ; compares the achievable modes of production , clears the en-abling technology of realizing SOM ; proposes several future research directions on the basis of analysis of the factors of SOM barriers to im -plementation ,which could promote Chinese manufacturing’s transformation from “production manufacturing” to“service - oriented manu-facturin g” and provide a theoretical basis for Chinese manufacturing industries .【期刊名称】《工业技术经济》【年(卷),期】2014(000)006【总页数】8页(P153-160)【关键词】制造业服务化;服务型制造;生产方式;大规模定制【作者】罗建强;王嘉琳【作者单位】江苏大学，镇江 212013;江苏大学，镇江 212013【正文语种】中文【中图分类】F406.2引言处于价值链低端的以低成本战略为主导的运作模式使产品同质化的市场竞争愈演愈烈，与此同时，客户需求的定制化、差异化使基于实物产品的技术创新越来越难。