Abstract

本案例为霸蛮系列案例，由A、B两个子案例构成，聚焦消费升级和互联网时代背景下，餐饮企业如何进行商业模式创新，在消费端，如何利用社群营销和全渠道有效触达消费者，在供应端，如何实现高效的供应链管理和精细化运营。 A、B案例以霸蛮发展中第一次遭遇较大的供应链管理难题为分界点。A案例回顾了霸蛮的创业经历，前期通过单品策略和社群营销成功跻身新式餐饮“网红”。随着规模的扩大，开始尝试打破传统餐饮门店的时空界限，通过外带、外卖和零售业务，满足消费者随时随地吃正宗湖南牛肉粉等诉求。同时，餐饮和零售、线上线上渠道相互引流，打出了“立体作战模式”的组合拳。但由于餐饮和零售完全是两套供应链逻辑，随着霸蛮零售品类的增加，库存成本越来越高，占用了大量资金，导致供应链在2017年底时出现“阵痛”。 B案例介绍了霸蛮在意识到供应链管理的重要性后，如何在近两年时间里逐步提高供应链管理能力，优化从供应到交付的供应链网络。其做法包括在战略层面建立相对明确的供应链战略，在战术层面对餐饮和零售供应链进行细分和差异化的梳理，在策略层面通过多种方法和工具的使用来持续改善供应链中不同环节的运作效率、减低成本和缩短提前期。案例最后提出开放讨论：霸蛮如何在未来管理好体量更大、环节更多、也更加复杂多变的供应链，进一步提升供应链的效率？ 本案例从一家初创企业切入，较为全面的介绍了商业模式创新，以及供应链如何支持商业模式的方方面面，以小见大，为其他餐饮/零售企业的供应链及商业模式创新提供借鉴。

Keyword

餐饮 ;  零售 ;  社群 ;  全渠道 ;  供应链管理 ;  商业模式创新

Abstract

本案例为霸蛮系列案例，由A、B两个子案例构成，聚焦消费升级和互联网时代背景下，餐饮企业如何进行商业模式创新，在消费端如何利用社群营销和全渠道有效触达消费者，在供应端如何实现高效的供应链管理和精细化运营。 A、B案例以霸蛮发展中第一次遭遇较大的供应链管理难题为分界点。A案例回顾了霸蛮的创业经历，前期通过单品策略和社群营销成功跻身新式餐饮“网红”。随着规模的扩大，开始尝试打破传统餐饮门店的时空界限，通过外带、外卖和零售业务，满足消费者随时随地吃正宗湖南牛肉粉等诉求。同时，餐饮和零售、线上线上渠道相互引流，打出了“立体作战模式”的组合拳。但由于餐饮和零售完全是两套供应链逻辑，随着霸蛮零售品类的增加，库存成本越来越高，占用了大量资金，导致供应链在2017年底时出现“阵痛”。 B案例介绍了霸蛮在意识到供应链管理的重要性后，如何在近两年时间里逐步提高供应链管理能力，优化从供应到交付的供应链网络。其做法包括在战略层面建立相对明确的供应链战略，在战术层面对餐饮和零售供应链进行细分和差异化的梳理，在策略层面通过多种方法和工具的使用来持续改善供应链中不同环节的运作效率、减低成本和缩短提前期。案例最后提出开放讨论：霸蛮如何在未来管理好体量更大、环节更多、也更加复杂多变的供应链，进一步提升供应链的效率？ 本案例从一家初创企业切入，较为全面的介绍了商业模式创新，以及供应链如何支持商业模式的方方面面，以小见大，为其他餐饮/零售企业的供应链及商业模式创新提供借鉴。

Keyword

餐饮 ;  零售 ;  社群 ;  全渠道 ;  供应链管理 ;  商业模式创新

Abstract

本案例由（A）（B）两个子案例构成，聚焦物流行业与大数据相关的决策优化、服务创新与商业模式。案例（A）属于“站在现在看过去”的描述型案例，主要讲述第四方物流服务平台——易流科技在过去12年的主要历程：先是通过各类软硬件技术手段实现公路运输各环节的物理数据透明和业务数据透明，做“业务数据化”；然后通过对不同维度的物流大数据的分析和应用，向平台上的货主企业、物流企业、承运商/车队、司机等群体提供用户画像、智能调度和配载、路径优化、物流金融等创新服务，做“数据业务化”。 案例（B）属于“站在现在看将来”的决策型案例，主要讲述在物流行业转型升级的时代背景与菜鸟网络战略投资易流科技的发展机遇面前，易流科技如何进一步通过技术手段与物流大数据为物流生态中的更多参与方设计创新的服务？面对案例中提出的四个可能的发展方向，易流科技应该如何选择，如何实施？

Keyword

商业模式 ;  大数据与商业智能 ;  物流透明 ;  生态圈 ;  第四方物流

Abstract

本案例由（A）（B）两个子案例构成，聚焦物流行业与大数据相关的决策优化、服务创新与商业模式。案例（A）属于“站在现在看过去”的描述型案例，主要讲述第四方物流服务平台——易流科技在过去12年的主要历程：先是通过各类软硬件技术手段实现公路运输各环节的物理数据透明和业务数据透明，做“业务数据化”；然后通过对不同维度的物流大数据的分析和应用，向平台上的货主企业、物流企业、承运商/车队、司机等群体提供用户画像、智能调度和配载、路径优化、物流金融等创新服务，做“数据业务化”。 案例（B）属于“站在现在看将来”的决策型案例，主要讲述在物流行业转型升级的时代背景与菜鸟网络战略投资易流科技的发展机遇面前，易流科技如何进一步通过技术手段与物流大数据为物流生态中的更多参与方设计创新的服务？面对案例中提出的四个可能的发展方向，易流科技应该如何选择，如何实施？

Keyword

商业模式 ;  大数据与商业智能 ;  物流透明 ;  生态圈 ;  第四方物流

Abstract

The case consists of both A and B minor cases, which focus on decision-making optimization and service innovation business models related to logistics and big data. Case A – standing in the present and looking into the past – is a descriptive one, which mainly represents the service platform of fourth-party logistics, and is targeted at the main progress of the past 12 years made by Yiliu Technology Co., Ltd (hereinafter referred to as Yiliu Tech). It starts from opening up physical data and business process data via various software and hardware technologies. Then, through the analysis and application of logistics big data of different areas, it provides innovative data-based services including user portraits, intelligent loading and scheduling, route optimization, and logistics finance to logistics companies, carriers/fleets, drivers, and other participants on the platform. Case B, as a decision-making case of “standing in the present and looking into the future,” mainly describes how would Yiliu Tech innovate its service or business model for more stakeholders in the logistics ecosystem in the face of the transformation and upgrading of China’s logistics industry, and the strategic investment from Cainiao Network. Faced with the four possible development directions proposed in the case, how would Yiliu Tech choose and how to implement its choice?

Keyword

big data and business intelligence ;  Business ecosystem ;  Business Model ;  fourth party logistics ;  logistics transparency

Abstract

The case consists of both A and B minor cases, which focus on decision-making optimization and service innovation business models related to logistics and big data. Case A – standing in the present and looking into the past – is a descriptive one, which mainly represents the service platform of fourth-party logistics, and is targeted at the main progress of the past 12 years made by Yiliu Technology Co., Ltd (hereinafter referred to as Yiliu Tech). It starts from opening up physical data and business process data via various software and hardware technologies. Then, through the analysis and application of logistics big data of different areas, it provides innovative data-based services including user portraits, intelligent loading and scheduling, route optimization, and logistics finance to logistics companies, carriers/fleets, drivers, and other participants on the platform. Case B, as a decision-making case of “standing in the present and looking into the future,” mainly describes how would Yiliu Tech innovate its service or business model for more stakeholders in the logistics ecosystem in the face of the transformation and upgrading of China’s logistics industry, and the strategic investment from Cainiao Network. Faced with the four possible development directions proposed in the case, how would Yiliu Tech choose and how to implement its choice?

Keyword

big data and business intelligence ;  Business ecosystem ;  Business Model ;  fourth party logistics ;  logistics transparency

Abstract

This study explores the conjunct roles of a series of formal and informal control mechanisms exerted, respectively, by client and vendor in offshore-outsourced project performance. Using a sample of 203 offshore projects executed by vendors in China, the results indicate that client process control enhances (or complements) the effect of vendor outcome control, yet impairs (or substitutes) the effect of vendor process control. Conversely, client outcome control enhances (or complements) the effect of vendor process control, yet impairs (or substitutes) the effect of vendor outcome control. Further, for the two informal control mechanisms, the results indicate that client relational control enhances (or complements) the effects of both vendor process and outcome control, whereas vendor clan control only enhances (or complements) the effect of client outcome control on offshore-outsourced project performance. These findings not only contribute new insights for the organisational control and the outsourcing literature, but also provide managerial guidance for client and vendor managers on how to exert and fine-tune their control mechanisms to promote project performance.

Keyword

control mechanism ;  critical success factors ;  offshore ;  outsourcing ;  project management

Abstract

在中国传统行业转型升级的大趋势下，本案例讲述了一个服装行业转型升级的范例——韩都衣舍。从线上代购服装起家，逐渐整合线上与线下资源，建立业内领先的服装电商运营及供应链管理能力，如今又提出“韩都衣舍+”战略，将自身能力开放给更多外部合作伙伴，通过为其他服装品牌提供线上代运营服务来打造具有全球影响力的互联网品牌孵化平台，学员能够从韩都衣舍的历程中认识到对于传统行业而言，供应链和流程方面的投入是企业转型升级的关键，并且理解企业如何根据产品特性设计合适的供应链战略，并通过供应链整合创新来支持供应链战略的落地执行。进一步地，学员还能够就当合作伙伴的供应链之间存在差异时，如何进行有效的供应链整合这一实践问题进行开放的思考。

Keyword

供应链创新 ;  供应链战略 ;  供应链整合 ;  供应链管理 ;  商业模式创新 ;  转型升级

Abstract

本案例由（A）、（B）两个案例构成。案例（A）中，华润河南医药有限公司作为一家医药流通企业，与行业内绝大多数企业类似，遭遇了现金循环的困境。这一困境产生的根源在于其在医药行业供应链的不利地位：上游支付账期难以延长，库存难以优化，下游客户回款账期难以缩短。由于在短期内无法改变宏观环境和供应链地位，公司董事长袁现明希望能够从其它可行的方面着手来优化供应链资金循环。案例（B）中，华润河南医药“双管齐下”：首先提出了平衡毛利模型，并以此模型为基础建成SVC 系统，进而从内部考核、内部监控、员工自治等角度优化内部管理；另外，公司还采取了适当的供应链金融手段，最终改善了公司供应链资金占用的顽疾。

Keyword

供应链管理 ;  供应链金融 ;  成本核算 ;  现金循环周期 ;  绩效考核

Abstract

This case consists of Case (A) and Case (B). In Case (A), as a distributor, CR Henan Pharmaceutical Company suffered from a big problem in cash cycle, which resulted from short accounts payable turnover period, unsatisfactory inventory and long short accounts receivable turnover period in its supply chain. CR Henan Pharmaceutical Company was thinking about how to improve this unfavorable situation from the perspective of management. In Case (B), CR Henan Pharmaceutical Company developed a Balanced Gross Margin Model and SVC system, which improved its cash cycle significantly by performance appraisal, operation monitoring, self-motivation and supply chain finance.

Keyword

cash cycle period ;  cost accounting ;  performance appraisal ;  Supply Chain Finance ;  Supply Chain Management