摘 要:供应链管理，就是指在满足一定的客户服务水平的条件下，为了使整个供应链系统成本达到最小而把供应商、制造商、仓库、配送中心和渠道商等有效地组织在一起来进行的产品制造、转运、分销及销售的管理方法。本文在对服务供应链理论和驱动因素进行文献回顾的基础上，提出了服务供应链结构和行为的决定框架。根据供应链风险特征和经济敏感性两个维度，选取了两个典型企业进行多案例研究，综合比较各种服务供应链的结构形式和交互方法。然后根据案例分析结果，提出了嵌入互补式、无缝连接式两种服务供应链运作模式的方法，并将不同模式的服务供应链与客户的价值诉求以及供应链风险类型相关联，构建出服务供应链运作模式的 2*2 决策矩阵。研究表明，有效的供应链管理总是能够使供应链上的企业获得并保持稳定持久的竞争优势，进而提高供应链的整体竞争力。
研究表明，有效的供应链管理总是能够使供应链上的企业获得并保持稳定持久的竞争优势，进而提高供应链的整体竞争力。统计数据显示，供应链管理的有效实施可以使企业总成本下降20%左右，供应链上的节点企业按时交货率提高15%以上，订货到生产的周期时间缩短20%~30%，供应链上的节点企业生产率增值提高15%以上。越来越多的企业已经认识到实施供应链管理所带来的巨大好处。
关键字：服务供应链；运作模式；决策矩阵；多案例研究
ABSTRACT:That is, to meet a certain level of customer service under the conditions, in order to make the whole supply chain to minimize costs and the suppliers, manufacturers, warehouses, distribution centers and channels, and so effectively organized together to carry out Product manufacturing, transport, distribution and sales management. Reviewing the literature on service supply chain theories and drivers, this paperproposed a structure and behavior model of service supply chain. Based on the two dimensions ofsupply chain risk and economy sensitivity, the paper chose four typical companies to implementcase studies to compare the structure modes and interaction ways of different service supplychains. According to the results, fit mechanisms of embedded, connected, integrated, modularizedservice supply chain were proposed, which were connected with those two dimensions toconstruct a 2*2 strategic matrix of service supply chain operations.Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness.
Research shows that effective supply chain management can always make the supply chain of enterprises will be able to maintain stability and a lasting competitive advantage, thus increasing the overall supply chain competitiveness. Statistics show that, supply chain management will enable the effective implementation of enterprise total cost of about 20 per cent decline in the supply chain node on the enterprise-time delivery rate increased by 15 percent or more, orders to shorten the production cycle time 20 percent to 30 percent, supply chain Node on the enterprise value-added productivity increased by 15 percent or more. More and more enterprises have already recognized that the implementation of supply chain management of the great benefits.
Key Words: service supply chain, operations, decision matrix, case studies
