我国零售业实施SCM研究
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摘要
最近30年，我国零售业在科技发展的带动下发生了巨大变化，但与发达的国家相比，我国的零售业无论从规模还是科技方面都存在着很大的差距。尤其在经济全球化的市场条件下，企业与企业之间的竞争已经逐步演变成为供应链与供应链之间的竞争，零售业只有运用先进的管理理念和现代的信息技术才能在激烈竞争的市场中得以生存和发展。然而直到最近，我国零售业对这种发展的认识还很不够，甚至对于供应链管理这种先进的管理理念也知之不多，这就造成了我国零售业陷于被动挨打的局面。供应链是指由客户(或消费者)的需求开始，经过产品设计、原材料供应、生产、批发、零售等环节，到最后把产品送到最终用户的各项制造和商业活动所形成的网链结构。因此，供应链包含了所有供应商、生产商、分销商、零售商的分工与协作。由于一件产品的价值实质是由整条供应链所创造的，因而一件产品的竞争力，实质体现了整条供应链上各个环节的整体竞争力。供应链管理运用一种集成的管理思想和方法，它是通过前馈的信息流和反馈的物料流及信息流，将供应商、制造商、分销商、零售商，直到最终用户连成一个整体的管理模式。零售业通过运用供应链管理改善了经营理念、加快了业务流程、并改善了与上游供货商和下游客户之间的关系，增强了商品的竞争力。
中国已加入世界贸易组织，多国的零售业巨头已相继涌入我国，这就意味我国零售业得直接面对国外零售业的激烈竞争，在同一规则下争夺全球市场。正如许多经济学家所指出的，中国零售业只有进一步降低交易成本，加强营销能力，才能有实力与国外的零售业竞争。供应链的概念提供了一套思考方法，可以使零售业明确定位和优化产品的供应过程。中国零售业如果能把供应链管理这一先进理念应用到本企业中去，并用现代的信息管理手段加以管理，才有实力在日益竞争激烈的全球市场中占有一席之地。所以，供应链管理是使零售业做强的一种先进的管理手段，如果一个零售企业不能意识到这一点，不能和供应链上的成员进行有效合作，形成高效的供应链管理，这个零售企业就不是真正高效率的，就会被其他零售企业挤垮。供应链管理符合了我国零售企业改革发展方向，它必将成为我国未来零售企业管理的主要模式。
With the development of science and technology, retail trade in our country has taken place great changes in the past thirty years, compared with developed country, however, it exists great distance not only in scale but in science and technology. Especially, in the market of globalization of the economy, the competition of enterprises has turned into the competition which focuses on SC(supply chain), only can enterprises exist and develop in cut-throat market by advanced management conception and modern IT. But until to those days, retail trade in our country knows little about this development and even this advanced management conception of SCM(supply chained management), thus it comes to the situation that retail trade in our country is in a dilemma. SC is a net-chained structure consisted of all kinds of manufacturing and business activities, and it begins from demand of customer/consumer, to product designing, material supply, manufacturing, wholesale, retail, and sends products to the terminal user at the last. Therefore, it includes division of labor and cooperation of supplier, manufacturer, agent, retailer. Value of certain product is made by the whole SC essentially, so the competitive power of a product reflects the whole competitive power of all link of the whole SC. SCM apply an integrated management idea and method, and it is a management model which associate supplier, manufacturer, agent, retailer with terminal user through feedforward information flow and feedback material flow and information flow, retail trade improves operation conception ,quickens business process , improves relationship with supplier and customer, enhances product's competitive power by applying SCM.
China has entered into WTO, and retail trade tycoon in many countries has rushed into our country, it indicates that our country's retail trade must directly confront the intensive competition of the retail trade in foreign country to struggle for the global market under the same rule. It is pointed out by many economists, only can our country's retail trade be able to compete with the retail trade in foreign country by reducing dealing cost and enhancing sale power. The concept of SC provides a set of thought method and can make retail trade orientate definitely and optimize supply process of product. If our country's retail trade can apply the advanced conception of SCM to enterprises, managed by modern method of information management, it can surely have a room for them to survive in increasingly intensive competitive global market. Consequently, SCM is an advanced management means for retail trade to glow stronger, if a retail enterprise fails to be aware of this and can't effectively cooperate with the remember of SC to form efficient SCM, it is truly inefficient and can be defeated by others. SCM is adapted to the reform development direction of retail enterprise in our country, It is bound to be a main model of our country's retail enterprise management in the future.
中国已加入世界贸易组织，多国的零售业巨头已相继涌入我国，这就意味我国零售业得直接面对国外零售业的激烈竞争，在同一规则下争夺全球市场。正如许多经济学家所指出的，中国零售业只有进一步降低交易成本，加强营销能力，才能有实力与国外的零售业竞争。供应链的概念提供了一套思考方法，可以使零售业明确定位和优化产品的供应过程。中国零售业如果能把供应链管理这一先进理念应用到本企业中去，并用现代的信息管理手段加以管理，才有实力在日益竞争激烈的全球市场中占有一席之地。所以，供应链管理是使零售业做强的一种先进的管理手段，如果一个零售企业不能意识到这一点，不能和供应链上的成员进行有效合作，形成高效的供应链管理，这个零售企业就不是真正高效率的，就会被其他零售企业挤垮。供应链管理符合了我国零售企业改革发展方向，它必将成为我国未来零售企业管理的主要模式。
With the development of science and technology, retail trade in our country has taken place great changes in the past thirty years, compared with developed country, however, it exists great distance not only in scale but in science and technology. Especially, in the market of globalization of the economy, the competition of enterprises has turned into the competition which focuses on SC(supply chain), only can enterprises exist and develop in cut-throat market by advanced management conception and modern IT. But until to those days, retail trade in our country knows little about this development and even this advanced management conception of SCM(supply chained management), thus it comes to the situation that retail trade in our country is in a dilemma. SC is a net-chained structure consisted of all kinds of manufacturing and business activities, and it begins from demand of customer/consumer, to product designing, material supply, manufacturing, wholesale, retail, and sends products to the terminal user at the last. Therefore, it includes division of labor and cooperation of supplier, manufacturer, agent, retailer. Value of certain product is made by the whole SC essentially, so the competitive power of a product reflects the whole competitive power of all link of the whole SC. SCM apply an integrated management idea and method, and it is a management model which associate supplier, manufacturer, agent, retailer with terminal user through feedforward information flow and feedback material flow and information flow, retail trade improves operation conception ,quickens business process , improves relationship with supplier and customer, enhances product's competitive power by applying SCM.
China has entered into WTO, and retail trade tycoon in many countries has rushed into our country, it indicates that our country's retail trade must directly confront the intensive competition of the retail trade in foreign country to struggle for the global market under the same rule. It is pointed out by many economists, only can our country's retail trade be able to compete with the retail trade in foreign country by reducing dealing cost and enhancing sale power. The concept of SC provides a set of thought method and can make retail trade orientate definitely and optimize supply process of product. If our country's retail trade can apply the advanced conception of SCM to enterprises, managed by modern method of information management, it can surely have a room for them to survive in increasingly intensive competitive global market. Consequently, SCM is an advanced management means for retail trade to glow stronger, if a retail enterprise fails to be aware of this and can't effectively cooperate with the remember of SC to form efficient SCM, it is truly inefficient and can be defeated by others. SCM is adapted to the reform development direction of retail enterprise in our country, It is bound to be a main model of our country's retail enterprise management in the future.
引文
[1]马士华，林勇，陈志祥．供应链管理．机械工业出版社．2001
[2]韩坚，吴澄，范玉顺．供应链建模与管理的技术现状与发展趋势[J]．计算机集成制造系统，1998，(4)：8-14．
[3]黎继子，倪武帆．供应链管理的发展及启示[J]．中国物资流通，1996，(11)：36-38通．
[4]王圣广，马士华，基于全球供应链的虚拟企业[J]．管理工程学报，1999，(3)：9-12，16报，1999．
[5]唐纳德 J．鲍尔索克斯．物流管理——供应链过程的一体化[M]．北京：机械工业出版社，1999，(8)．
[6]贾艳廷．供应链及其实现[J]．物资流通研究，1999，(4)．
[7]果云 供应链管理的现在和未来[J]资讯与电脑，1998．
[8]乔恩·休斯 供应链再造[M]大连：东北财经大学出版社，1999．
[9]陈志祥，马士华，陈荣秋 供应链的设计与重建[J]工业工程与管理，1999．
[10]张成海 供应链管理的基本管理[J]信息与电脑，1999．
[11]王迎军，郭亚军 供应链中的信息流[J]工业工程与管理，2000．
[12]迈克尔·波特著，陈小悦译M．竞争优势华夏出版社，1998．
[13]沈厚才，陶青，陈煜波 供应链管理理论与方法中国管理科学[J]．2000，8(1)6-7．
[14]陈国权 供应链管理工业企业管理，[J]，2000．2．
[15]白立新．供应链管理[J]．IT经理世界，1995，5(1)：48-49．
[16]何明珂 建立快速响应的供应链．信息与电脑，2000．
[17]万映红，李江．企业合作策略动机分析，中国软科学，2000．
[18]朱道立．林虹供应商选择决策，物流技术，2000．
[19]刘丽文．《生产与运作管理》，清华大学出版社，2002．
[20]孙元欣 中国商业领域吸引外资及其效应分析[J] 商业经济与管理，2000，(4)．
[21]刘兴倍，等．中外商业比较[M]．北京：中国财政经济出版社，1999．
[22]王焰．信息时代的供应链管理[J]．信息与电脑，1999，(6)：29-30．
[23]张蕾，任守榘．基于供应链的虚拟企业决策支持系统的自组织建模[J]．清华大学学报，1999，39(7)：1-4．
[24]查新分析报告．基于可重构技术、支持虚拟企业的供应链及相关技术研究[EB／OL]．166．111．134．74．
[25]赵耀华．敏捷制造及企业敏捷化改造的基本要求[J]．淮阴师范学院学报，1999，21(6)：34-37．
[26]夏春玉．现代商品流通：理论与政策[M]．大连：东北财经大学出版社，1998．
[27]林勇，马士华．集成化供应链管理．工业工程与管理，1998，10：26-306．
[28]钟义信．国家信息基础设施(NII)浪潮与中国高速信息网络行动(CHINA)的建议．信息系统工程，1995：8(3)：30～35．
[29]吴玉瑞，马士华．现代生产管理学．武汉：华中理工大学出版社，1994．34-7
[30]何明珂．现代物流与配送中心：推动流通创新的趋势[M]．北京：中国商业出版社，1997．
[31](美)大卫·辛奇力维．供应链设计与管理—概念、战略与案例研究[M]．季建华等译．上海：远东出版
[32]闫培金．企业物流内控精要[M]．北京：中国经济出
[33](英)乔恩·休斯．供应链再造[M]．孟韬等译．大连：东北财经大学出版社，1999．
[34]Douglas M. L ambert, Martha C. Cooper. Issues in SupplyChain Management[J]. Industrial marketing management, 2000, (29): 65-83.
[35]MartinCH, DentDC, EckhartJC.Integratedproduc-tion, distribution and inventoryplanningatLibbey-Owens-Ford[J]. Interfaces, 1993, 23(3): 68-78.
[36]VidalCJ, GoetschalckxM. Strategicproduction-distribu-tionmodels: Acriticalreviewwithemphasisonglobal supplychainmodels[J]. European Journal of Operational Research, 1997, (98): 1-18.
[37]ThomasDJ, GriffinPM. Coordinatedsupplychainman-agement[J].EuropeanJournalofOperationalResearch,1994, (94): 1-15.
[38]PetrovicD, RoyR,PetrovicR.Modellingandsimulationfasupplychaininanuncertainenvironment[J].Euro-peanJournalofOperationalResearch, 1998,(109): 299-309.
[39]LeeHL, BillingtonC.Managingsupplychaininventory: pitfallsandopportunities[J]. SloanManagementRe-view,1992, (3): 65-73.
[40]SuhilChopraPeterMeindl. SUPPLYCHAINMANIGEMENT-strategy, planning, and operation. 清华大学出版社. 2001年
[41]Evans, G. N. et al "Business Process Reengineering the Supply Chain", Production Planning and Control,1995, Vol. 6, No. 3, 227-237
[42]Harland, Christine "The dynamics of customer dissatisfaction in Supply Chains", Production Planningand Control, 1995, Vol. 6, No. 3, 209-217
[2]韩坚，吴澄，范玉顺．供应链建模与管理的技术现状与发展趋势[J]．计算机集成制造系统，1998，(4)：8-14．
[3]黎继子，倪武帆．供应链管理的发展及启示[J]．中国物资流通，1996，(11)：36-38通．
[4]王圣广，马士华，基于全球供应链的虚拟企业[J]．管理工程学报，1999，(3)：9-12，16报，1999．
[5]唐纳德 J．鲍尔索克斯．物流管理——供应链过程的一体化[M]．北京：机械工业出版社，1999，(8)．
[6]贾艳廷．供应链及其实现[J]．物资流通研究，1999，(4)．
[7]果云 供应链管理的现在和未来[J]资讯与电脑，1998．
[8]乔恩·休斯 供应链再造[M]大连：东北财经大学出版社，1999．
[9]陈志祥，马士华，陈荣秋 供应链的设计与重建[J]工业工程与管理，1999．
[10]张成海 供应链管理的基本管理[J]信息与电脑，1999．
[11]王迎军，郭亚军 供应链中的信息流[J]工业工程与管理，2000．
[12]迈克尔·波特著，陈小悦译M．竞争优势华夏出版社，1998．
[13]沈厚才，陶青，陈煜波 供应链管理理论与方法中国管理科学[J]．2000，8(1)6-7．
[14]陈国权 供应链管理工业企业管理，[J]，2000．2．
[15]白立新．供应链管理[J]．IT经理世界，1995，5(1)：48-49．
[16]何明珂 建立快速响应的供应链．信息与电脑，2000．
[17]万映红，李江．企业合作策略动机分析，中国软科学，2000．
[18]朱道立．林虹供应商选择决策，物流技术，2000．
[19]刘丽文．《生产与运作管理》，清华大学出版社，2002．
[20]孙元欣 中国商业领域吸引外资及其效应分析[J] 商业经济与管理，2000，(4)．
[21]刘兴倍，等．中外商业比较[M]．北京：中国财政经济出版社，1999．
[22]王焰．信息时代的供应链管理[J]．信息与电脑，1999，(6)：29-30．
[23]张蕾，任守榘．基于供应链的虚拟企业决策支持系统的自组织建模[J]．清华大学学报，1999，39(7)：1-4．
[24]查新分析报告．基于可重构技术、支持虚拟企业的供应链及相关技术研究[EB／OL]．166．111．134．74．
[25]赵耀华．敏捷制造及企业敏捷化改造的基本要求[J]．淮阴师范学院学报，1999，21(6)：34-37．
[26]夏春玉．现代商品流通：理论与政策[M]．大连：东北财经大学出版社，1998．
[27]林勇，马士华．集成化供应链管理．工业工程与管理，1998，10：26-306．
[28]钟义信．国家信息基础设施(NII)浪潮与中国高速信息网络行动(CHINA)的建议．信息系统工程，1995：8(3)：30～35．
[29]吴玉瑞，马士华．现代生产管理学．武汉：华中理工大学出版社，1994．34-7
[30]何明珂．现代物流与配送中心：推动流通创新的趋势[M]．北京：中国商业出版社，1997．
[31](美)大卫·辛奇力维．供应链设计与管理—概念、战略与案例研究[M]．季建华等译．上海：远东出版
[32]闫培金．企业物流内控精要[M]．北京：中国经济出
[33](英)乔恩·休斯．供应链再造[M]．孟韬等译．大连：东北财经大学出版社，1999．
[34]Douglas M. L ambert, Martha C. Cooper. Issues in SupplyChain Management[J]. Industrial marketing management, 2000, (29): 65-83.
[35]MartinCH, DentDC, EckhartJC.Integratedproduc-tion, distribution and inventoryplanningatLibbey-Owens-Ford[J]. Interfaces, 1993, 23(3): 68-78.
[36]VidalCJ, GoetschalckxM. Strategicproduction-distribu-tionmodels: Acriticalreviewwithemphasisonglobal supplychainmodels[J]. European Journal of Operational Research, 1997, (98): 1-18.
[37]ThomasDJ, GriffinPM. Coordinatedsupplychainman-agement[J].EuropeanJournalofOperationalResearch,1994, (94): 1-15.
[38]PetrovicD, RoyR,PetrovicR.Modellingandsimulationfasupplychaininanuncertainenvironment[J].Euro-peanJournalofOperationalResearch, 1998,(109): 299-309.
[39]LeeHL, BillingtonC.Managingsupplychaininventory: pitfallsandopportunities[J]. SloanManagementRe-view,1992, (3): 65-73.
[40]SuhilChopraPeterMeindl. SUPPLYCHAINMANIGEMENT-strategy, planning, and operation. 清华大学出版社. 2001年
[41]Evans, G. N. et al "Business Process Reengineering the Supply Chain", Production Planning and Control,1995, Vol. 6, No. 3, 227-237
[42]Harland, Christine "The dynamics of customer dissatisfaction in Supply Chains", Production Planningand Control, 1995, Vol. 6, No. 3, 209-217