Four causes of the hottest supply chain collaborat

2022-08-07
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Four causes of Supply Chain Collaboration Supply Chain Collaboration refers to a network consortium formed by two or more enterprises through company agreements or joint organizations in order to achieve a certain strategic purpose. The external motivation of supply chain coordination is obvious, which is to deal with the situation of intensified competition and intensified environmental dynamics; Its internal motivation includes: seeking intermediate organization effect, pursuing value chain advantage, constructing competitive advantage group and maintaining the competitiveness of core culture

1. Seeking the intermediate organization effect

under the condition of market economy, the relationship between enterprises can generally be divided into two types: one is the relationship outside the organization (connecting with other enterprises through market transactions), and the enterprises in this relationship take competition as a means to maximize their own interests; Second, the relationship within the organization is not traded in the market, but within the enterprise organization (for example, the head office and subsidiaries, and the member companies in the enterprise group). In this case, the enterprise will take actions that can maximize the overall interests according to the plans or instructions of the organization as a whole (the head office or the whole group)

in reality, there is also an "intermediate organization" relationship among enterprises: they do not fully adopt the behavior that leads to the maximization of their own interests or the common interests through the exchange of technology, capital, talents and other aspects: their relationship retains the characteristics of many market transaction relationships (based on price as the basis of decision-making) in form, It also incorporates some characteristics of the internal relations of the organization (the relations between enterprises have been fixed). Intermediate organizations not only have some control and synergy advantages of internal integrated organizations, but also maintain the flexibility of the market. This is the collaborative management of supply chain. One of the motivations of collaboration among enterprises in the supply chain is to seek "intermediate organization effect"

(1) stabilize and strengthen the collaborative relationship between enterprises

the drastic changes in the market competition environment make the necessity and importance of collaboration among enterprises increasingly prominent, but the motivation to maximize personal interests often destroys or even destroys this collaborative relationship. In order to stabilize and strengthen the cooperative relationship between them, it is necessary to form strategic cooperative organizations through company agreements or joint organizations

(2) give play to the synergy effect

the higher profitability that an enterprise can achieve as a collaborative enterprise than as an independent enterprise is the so-called synergy benefit. There are four main ways to create value through collaboration

sharing of resources or business behaviors. The business behavior here mainly refers to the business behavior that can realize scale benefits through sharing, such as research and development or engineering technology, procurement, production or operation, unified management of sales force, marketing plan, distribution channel, etc

the diffusion benefits of Ecological Marketing and research and development of market-based industries. Even if there is no sharing of marketing and research and development, the enterprises in the enterprise group can often obtain indirect benefits from the efforts of brother enterprises in marketing or research and development. For example, GE's research on turbine engine is of great help to its aircraft engine manufacturing enterprises

enterprise similarity. Knowledge and skills (including technology and management) can be shared by enterprises in similar knowledge fields (such as high-tech enterprises or enterprises focusing on marketing skills)

sharing of corporate image. It is regarded as a member of a group of enterprises with outstanding reputation, which can improve the image of individual enterprises and make them profit

supply chain collaboration can obtain synergy benefits through the above methods. In addition, the increasingly fierce global competition and endless technological innovation make it difficult for companies to fully rely on their own strength to establish all necessary capabilities. Supply chain collaboration can help companies acquire or learn new capabilities and expand existing technologies

(3) avoid possible problems arising from the expansion of enterprise organization size

Michael Porter, a famous strategist, believes that fundamentally, competitive advantage comes from the fact that enterprises can provide customers with value that exceeds that of competitors. Among them, value is the price that customers are willing to pay for the products that enterprises provide to them. Higher value comes from providing customers with the same benefits at a lower price than competitors, or providing unique benefits far beyond the higher price. To achieve this and form a competitive advantage, enterprises must have a certain scale

enterprises establish and improve the provincial new material industry scheduling and statistics system to participate in the supply chain coordination, which can ensure the basic independence of member enterprises and avoid the possible disadvantages caused by the expansion of organizational scale; At the same time, through the cooperation and mutual assistance among member enterprises, we can obtain synergy benefits

2. Pursuing the advantages of the value chain

the decomposition and integration of the value chain are the innovation of enterprise production and organization, which are used to enhance the competitiveness of enterprises, which is also the second motivation of supply chain coordination

with the deepening and refinement of social division of labor, the acceleration of technological innovation and its promotion, the market scope is increasingly expanding to globalization, the value-added links of the value chain are becoming more and more, and the structure is more complex. The continuous decomposition of the value chain makes it impossible and unnecessary for enterprises to engage in all value chain activities

therefore, enterprises need to examine the value chain of their industry and the value chain processes they participate in, and analyze and identify the value chain links with strategic importance and high profit margin in the industrial value chain. If the two are consistent, the enterprise should retain and strengthen these links; Outsource and separate the non core links that do not have comparative advantages, seek new partners in the market, form a collaborative relationship in the extrusion unit equipment, and jointly complete the whole process of the whole value chain. In this process, if the conditions for forming a strategic alliance with other enterprises with core competitive advantages are appropriate and the cost is affordable, they will form an alliance with them to learn advanced management methods and technologies in the alliance

at the same time, the value chain is not only decomposing, but also integrating. Under the conditions of fierce market competition and relatively excess production capacity, the market has been divided into many relatively independent value-added links with certain comparative advantages. Different value chains contain different value-added links and different organizational structures, and the value created by the value chain is also different. Based on the analysis of the market environment and internal conditions, enterprises can design new value chains and integrate the decomposed value-added links

the integration of the value chain is to integrate the links neglected by competitors; The second is to seek new ways to combine the value chain. Both of them may make enterprises gain new competitive advantages. Integration can be done in an integrated way or through collaboration. Due to the uncertainty of the integration effect and certain risks, the implementation of supply chain coordination has certain flexibility and low exit cost, which may be a better choice

III. constructing competitive advantage group

in the face of today's increasingly complex economic environment, the competition among enterprises has increasingly become an all-round competition. Any enterprise can no longer simply rely on a competitive advantage to achieve sustainable success. It is increasingly necessary and urgent to construct a group of dynamic competitive advantage group systems

the so-called competitive advantage group is a continuously evolving competitive advantage system composed of competitive advantages with different incentives, sustainability and action space. Its composition will continue to change with the passage of time. Some competitive advantages will gradually lose, and some new competitive advantages will continue to emerge. The typical competitive advantage group includes dominant advantage and supporting advantage. The dynamic development of competitive advantage group includes the creation, maintenance, enhancement, balance and innovation of competitive advantage

not every enterprise has the ability to construct the necessary competitive advantage group system. Even if it can construct it by itself, it will take a long time. And may miss the opportunity to develop and forge ahead. Supply chain collaboration is a relatively convenient and cheap way to make member enterprises complement each other and form a win-win situation

while strengthening the leading competitive advantage, enterprises should analyze and identify the necessary supporting advantages, seek potential partners with these advantages in the market, form strategic alliances with them, and jointly build a competitive advantage group. After the competitive advantage group system is established, there is a dynamic development process. Collaborative members should urge their partners to maintain and strengthen their respective competitive advantages. At the same time, they should jointly create new competitive advantages. When necessary, they should absorb new members with new advantages or eliminate members that hinder the maintenance of the competitive advantage group

IV. maintain the competitiveness of core culture

some scholars predict that the competition in the 21st century will be the competition of corporate culture. The enterprise culture that matches the key competitive advantages of the enterprise and can maintain and promote the competitiveness of the enterprise is the core culture of the enterprise. The formation of corporate culture generally goes through a long process and will not change easily. Once formed, it is difficult to change. In a diversified or large-scale company, the core culture may be instilled in all business areas. If the non leading business of the company does not adapt to the core culture of the enterprise, its efficiency will decline and the benefits of the whole company will be affected. To solve this contradiction, we must make the above non key businesses form a culture consistent with it, but this will interfere with the core culture and internally affect the core competitiveness of the enterprise. In this case, it is necessary for the company to separate these businesses as its peripheral businesses. In this way, the company maintains the strategic match between the core culture and the core business, and controls the non mainstream business through collaboration

in fact, as long as there is a commodity market and commodity exchange, the supply chain cooperation mode has objectively existed. Early farmers worked hard on the land. The harvested crops were processed by workshops and artisans. The finished products were sold in stores and finally purchased by buyers. These individual activities were linked together, which was an original supply chain cooperation model. From another perspective, understanding the four causes of supply chain collaboration is also the internal motivation of the original "supply chain" from distribution to integration and then to collaboration, and supply chain collaboration is a magic weapon to enhance its overall competitiveness. (end)

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