China Europe International Business School

    Supply Chain as a Service: Building Supply Chain Capability as a Business Model (CEIBS Working Paper, No. 003/2020/POM/MAN/STR)

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    With the trends towards servitization and digital innovations in supply chains (SCs), a number of SC leaders have started to commercialize their SC capabilities as services provided to business customers. In order to efficiently organize multiple suppliers’ resources and customize the service offerings, some of these leaders have developed a “supply chain as a service” model (hereafter SCaaS), in which different functions of a SC, are grouped into service modules to enable plug-and-play agility in meeting the varying needs of business customers. Although SCaaS is emerging as an evolution of the market for cloud services (as with other “X as a service” models like Software as a Service, Platform as a Service, and Infrastructure as a Service), supply chain management (SCM) researchers have not systematically studied the SCaaS phenomenon, which has evolved from a cloud computing application to a new business model at the ecosystem level. This study explores how a SCaaS has emerged and how it works by instigating three complementary research questions: (1) how do a firm form its SCaaS through the interactive implementation of supply chain innovations (SCIs) and business model innovations (BMIs) over time; (2) what are the roles and activities that SCaaS incorporate, and how these roles and activities are organized to serve the business customers; and (3) what is the detailed service operation process of SCaaS for satisfying a specific customer demand. To address these questions, this study adopts a longitudinal case study approach to investigate a SCaaS formed by Haier COSMO, a company which connects together customized orders, third-party R&D solution providers, intelligent manufacturing factories, and other SC service providers, to provide mass customized SC services to business customers. This study makes contributions to both the SCM and the service innovation literature. It expands our knowledge of SCI-driven BMIs and echoes with recent calls to refocus SCM on the perspectives of value co-creation and service ecosystem. The study also reveals new insights into how to apply digital technologies to enhance SC capabilities, and how to apply these SC capabilities to support new business models. The findings provide important managerial insights for firms to design and implement new business models in today’s trends towards open innovation and value co-creation with ecosystem participants

    苏宁:以零售为中心的同心多圆战略与人力资源管理(B)

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    随着业务的发展,苏宁以零售为中心,包含八大业务板块的“同心多圆”的战略布局逐渐形成。为配合战略调整,苏宁将组织重构为强总部下的“联合舰队”,多业务自主经营(见案例A)。与此同时,苏宁的人才管理也面临诸多挑战:信息技术、金融、文创等领域的人才进入苏宁,与苏宁传统的一线店员、快递员、管理人员等形成了苏宁人才结构的多元化特征;业务重点的变化导致人才产生结构性短缺;业务模式变化和各种工具的开发与使用提高了对人才能力的要求;员工流动性提高……为此,苏宁从人才的选、育、用、留各方面发力,通过企业文化宣贯、培训体系搭建、激励方案设计等主要手段,搭建支撑苏宁“同心多圆”战略落地的人才梯队。究竟怎样的人力资源管理制度安排能够充分释放多元人才的潜力支撑苏宁泛零售战略的落地?本案例即是对苏宁“智慧零售”转型下人力资源管理实践的复盘

    蚂蚁金服:创新的边界在哪里?

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    本案例展示了蚂蚁金服利用数字技术在金融领域进行的创新过程和阶段性成果。这些创新成果不仅以普惠金融的形式弥补了传统金融服务的不足,还创造了诸如信用租之类的新市场,在对传统金融机构构成挑战的同时也帮助被挑战者提升了竞争力。不过,在取得这些成果的同时,蚂蚁金服也面临了诸多挑战:步入创新无人区的技术不确定性和监管盲区的挑战;来自竞争对手的挑战;界定创新边界的挑战。实际上,蚂蚁金服高层已经意识到这些挑战,2019年5月,他们专门召开了两天会议,议题就是持续创新和创新边界问题。“持续创新在今天到底意味着什么?如果有些事情,蚂蚁金服可以不做,那么究竟是哪些事情?又是为了什么?

    七项改革促进城镇化

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    城镇与农村的区别在于聚集程度,而实现聚集效应的主体是企业和城乡居民,而不是政府官员,因为官员没有积极性也不可能掌握多么详尽的信息。聚集效应是企业与个人在自身利益驱使下,由价格信号指导,经历无数次试错,通过市场上自愿交易而实现的

    云中书城的平台梦

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    外有拦路强敌,内有整合隐忧,盛大文学是否能及时打通数字出版和数字阅读的产业链,在移动互联的大变革中实现平台宏图

    警惕银行变成政策工具

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    最近看到一些现象,是令人担忧的,政府对金融行业的管制不仅没有放松.而且在逐渐加强

    互联时代的平台式生存 网络外部性——实现共赢的催化剂: 网络的消费增值性

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    什么是网络外部性(Network Extemalitv)?它指的是消费面效用的增值性。当商品售出越多或预期售出数目越多时,商品的单位价值效用随之增加。以前,我们总认为消费是自己的事情,比如喝一瓶水,只有你自己享受到,别人感觉不到这瓶水带来的价值。而在具有网络效应的平台中,别人使用某产品,跟你得到的效用是相关的

    领导力再造

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    目前,全球的经济形势越来越复杂,不确定性因素越来越多,对于企业家来说,面临的挑战也是越来越大,这些挑战主要包括三个方面:第一是不确定性,第二是矛盾性,第三是如何获得平衡性。企业家要如何面对这些挑战?除了要增强自身的知识储备,开阔视野之外,企业家作为管理者,还要增强自身的领导力

    为地下钱庄翻案

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    Duality of Social Structure Makes Entrepreneurs Difficult to Adapt to

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    现在的中国民营企业家,面临的是整个国家的发展、社会的发展在各个系统之间不同步,而造成的紧张和摩擦,这种紧张和摩擦在企业家身上是表现得特别突出。Chinese private entrepreneurs,facing the development of the country as a whole,thedevelopment of society is not synchronized between the various systems and cause tension and friction,the tension and friction in entrepreneurs who are especially prominent
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