基于商业模式创新的我国汽车集团供应链体系优化研究.doc

基于商业模式创新的我国汽车集团供应链体系优化研究陈刚 郭立夫21世纪是一个全新的商业时代。在“新经济”竞争环境中，汽车企业所面临的环境是非常动态的，而且有时是不稳定的，几乎所有的企业都面临着一个激烈的竞争环境。20世纪汽车企业所秉持的经营理念受到严重考验，汽车企业必须采用全新的竞争法则来突破传统的商业模式，以适应新的竞争环境。 21世纪的市场竞争已不再是企业于企业间的竞争，而是供应链与供应链之间的竞争。企业日常的生产经营活动越来越多地受到关联企业的影响，企业必须从整个供应链的角度来考虑商业模式的创新战略。因此，在新的竞争环境中，汽车企业通过优化自己的供应链来实现企业商业模式的转型和创新，正成为一条提高本企业竞争力的有效途径。但国内外理论界对于如何通过供应链管理来实现企业商业模式的创新和转型更多地局限于具体措施的研究，并没有形成系统性的研究成果，因此，本文选题在理论方面具有一定的开拓性。 另外，随着我国汽车产量递增梯度的逐步加大，我国汽车工业正在步入一个飞速发展的历史时期，我国已经进入了世界汽车产量大国的行列，我国汽车工业的资本已经成为世界汽车工业资本的重要组成部分。因此，通过研究商业模式与供应链之间的逻辑关系，以及“新经济时代”汽车市场的竞争特点对企业供应链能力的要求，对我国汽车集团供应链体系的构筑和运行流程的优化，将会起到积极的推动和指导作用。 本文采用定性分析、定量分析和实证分析相结合的方法，围绕我国汽车集团的供应链管理商业模式创新展开讨论，着重探讨以下几个问题： 1、供应链管理商业模式的创新途径，以及创新途径之间的逻辑关系。 2、“新经济”竞争环境下我国汽车企业供应链管理商业模式创新的具体策略。 3、供应链成员合作伙伴关系的博弈论解释。 4、我国汽车集团供应链物流资源战术层和战略层的优化。 5、供应链市场响应周期的延伸以及我国汽车企业供应链一体化物流流程的设计。 6、我国汽车集团供应链物流网络的优化。 企业的创新活动分为技术创新和商业模式创新。商业模式创新更多的是关注经过市场创新、供应来源创新和组织创新及其组合所产生的综合效应。而与产品的生产技术直接相关的产品创新和工艺创新则是不同于商业模式创新的、狭义的技术创新。20世纪90年代以来的商业趋势使得企业对供应链管理的需求越来越大，并且信息技术的飞速发展也为企业运用供应链管理提供了坚实的技术支持。产品周期的逐步缩短，产品种类的飞速增加，加剧了供应链的成本费用和复杂性。外部采购的兴起，全球化进程的加速，以及商业职能的分块，使得企业必须从整个供应链的角度来决策而不能仅仅局限在单个企业内部。这一系列的变化带给企业的不仅仅是局部的改进，更使企业能够以创造战略优势的供应链管理为基础，对原有的商业模式进行转型和创新。 商业模式包括价值创造、价值获取、价值网络和逻辑关系四个要素，企业对商业模式的创新可以通过这四个要素的创新来实现。商业模式与供应链可以通过价值链理论建立起联系，商业模式四要素的创新可以通过供应链的优化来实现，具体途径包括：供应链运行动力的改变、供应链成员关系的改善、供应链资源的优化和供应链运行流程的优化。 一个企业应如何确立自己的商业模式，很大程度上是受到市场环境的影响，不同的市场环境决定了企业应采取不同的商业模式。随着“新经济”时代的到来，市场竞争环境发生了巨大的变化。新经济条件下竞争环境与传统工业经济形态相比，主要有呈现出以下几个方面的特性：（1）需求导向性；（2）迅速反应性；（3）开放性与全球性；（4）企业界限模糊性。在这一背景下，汽车企业应以满足市场需求为目标，以强化企业专业职能，以及低成本前提下的敏捷为途径，实现企业商业模式的转型。基于此，结合我国汽车企业供应链管理现状，我国汽车企业供应链管理商业模式创新的具体策略包括： 第一，供应链成员合作关系的建立。对于汽车制造企业来说，通过与供应链成员，特别是供应商建立战略合作关系，可以提高供应链市场响应速度、减少供应链运行成本，以及增加客户满意度。 第二，供应链物流资源的优化。对于我国汽车集团来说，供应链物流资源的优化包括：（1）针对主机厂的战术层物流资源优化，表现为主机厂对于物流模式的选择；（2）汽车集团层面的战略层物流资源优化，主要为集团物流产业发展模式的选择。 第三，供应链物流流程的优化。本文认为，供应链对市场的响应应该向市场方向和产品研发方向延伸，一个完整的供应链市场响应流程包括四个部分：基于市场需求的产品设计、供应链构建、产品生产和供应链物流。制造业加工时间仅占10%左右，物流时间竟占到90%左右，因此应优化供应链物流流程，实现供应链物流的一体化运作。 第四，供应链物流网络的优化。供应链物流是供应链价值流的现实表现，而任何汽车企业的商业模式都需要一个高效的供应链物流网络作为基础性支撑，因此在研究我国汽车企业具体的供应链管理商业模式创新策略的时候，也需要对企业的供应链物流网络的优化进行研究。供应链物流网络的优化主要有两个方面：一是产前配送的优化；二是物流网络布局的优化，主要由于我国幅员辽阔，而必须对物流网络中集散地的设置进行优化。另外，供应链物流信息网络对于整个供应链物流的运行起到至关重要的作用。我国汽车集团物流信息网络中的“孤岛”现象大大限制了供应链物流资源的充分利用，而通过建立集团范围内的物流信息平台则可以很好地解决这一问题。 本文共有八章，各章具体内容如下： 第一章，绪论。提出了“以商业模式创新为目的的我国大型汽车集团供应链体系优化”研究的目标和意义，以及本文的创新点和难点。 第二章，商业模式和供应链的理论综述。通过对国内外学者关于商业模式和商业模式创新的定义的回顾与总结，提出本文对于二者的认识。 第三章，供应链管理商业模式创新的途径。首先对商业模式创新和供应链管理进行了研究。然后通过价值链理论，将供应链和商业模式联系在一起，并提出，供应链管理商业模式创新的四个途径：供应链运行动力的转变、供应链成员关系的改善、供应链运行流程的优化和供应链资源优化。接着，运用价值链理论对这四个途径是如何提高企业竞争力进行了分析。最后，从商业模式的角度考察了这四个途径之间的内在逻辑性，并描绘出了供应链管理商业模式创新的流程。 第四章，我国汽车集团供应链体系优化方向。这一章首先对新经济竞争环境进行了分析，得出企业为适应新的竞争环境需要进行的调整。然后，本文分析了汽车企业传统的商业模式，以及在新经济竞争环境中汽车企业应有的商业模式的特征。接着，本章结合我国汽车企业供应链体系的现状，制定出我国汽车企业为形成新的商业模式，而应该对供应链体系进行优化的四个地方。 第五章，供应链成员关系的发展。本章首先对供应链成员关系进行了描述，得出新的竞争环境中，汽车企业应与供应链伙伴建立起合作关系。然后，运用博弈论对供应链成员合作关系进行了分析。最后，研究了供应链成员合作关系的实现途径。 第六章，供应链运行流程的优化。本章首先对供应链市场响应周期进行了研究，得出应将产品研发纳入到响应周期中。然后对供应链市场响应周期各个环节进行了描述，并提出为提高响应效率的对策。最后，本章对我国汽车企业供应链物流流程进行了研究，设计出我国汽车企业一体化的供应链物流流程。 第七章，企业供应链物流资源成长。本章首先提出了供应链物流资源优化的概念。然后对企业物流模式进行了分类研究。最后，对我国汽车企业物流模式的选择以及物流资源成长路径进行了研究。 第八章，供应链物流网络的优化。本章首先明确了我国汽车企业供应链物流网络优化的两个方面：产前配送优化和供应链物流网络的布局优化。然后分别对这两个方面的优化方法进行了深入研究。最后，研究了我国汽车企业供应链物流信息网络中存在的问题，并提出相应的解决方案。 关键词：商业模式创新；汽车集团；供应链管理；供应链体系；新经济21st century is a whole new economy time. In “New Economy” competition circumstance, automobile 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 traditional 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 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 there 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 quickly, 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”, 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 innovation, 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 tactical 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 group. 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 innovation 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 development 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 and 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. 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 chain 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 model 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) quick 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 agility 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 enterprises, 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 includes (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 problem 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 decision 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 four 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 enterprises 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 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 paper 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 innovations 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 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 innovation 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 direction 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 automobile 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 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 sourc