【正文】 統(tǒng)的變革。折衷理論綜合分析了跨國(guó)公司進(jìn)行國(guó)際生產(chǎn)、經(jīng)營(yíng)的動(dòng)態(tài)性質(zhì)，提煉出跨國(guó)公司的“三優(yōu)范式”(OILParadigm)，即所有權(quán)特定優(yōu)勢(shì)、內(nèi)部化特定優(yōu)勢(shì)和區(qū)位特定優(yōu)勢(shì)。供應(yīng)鏈管理正是將采購(gòu)、生產(chǎn)、銷(xiāo)售各環(huán)節(jié)企業(yè)聯(lián)結(jié)為有機(jī)整體，改變貿(mào)易聯(lián)系體之間傳統(tǒng)的競(jìng)爭(zhēng)型關(guān)系，在實(shí)現(xiàn)協(xié)同的基礎(chǔ)上擴(kuò)大貿(mào)易利益，降低貿(mào)易風(fēng)險(xiǎn)。通過(guò)運(yùn)用現(xiàn)代供應(yīng)鏈物流管理，將過(guò)程一體化的供應(yīng)鏈理念引入整個(gè)經(jīng)營(yíng)系統(tǒng)，排除生產(chǎn)始端與消費(fèi)終端之間大量的多余存貨，能夠減少庫(kù)存積壓和產(chǎn)品報(bào)廢量，降低資源浪費(fèi)，同時(shí)增強(qiáng)企業(yè)承受價(jià)格與需求波動(dòng)沖擊的能力。在規(guī)模經(jīng)濟(jì)下，總運(yùn)輸成本隨物流網(wǎng)絡(luò)中集運(yùn)點(diǎn)的增加而減少，但設(shè)施數(shù)量擴(kuò)張到超過(guò)最大集運(yùn)點(diǎn)時(shí)，邊際庫(kù)存成本上升，總成本將增加。第二，突破資源的局限，通過(guò)供應(yīng)鏈管理，跨國(guó)公司將整個(gè)鏈條上的物質(zhì)、資金、信息、人力等資源在全球范圍內(nèi)相整合，有助于實(shí)現(xiàn)全球資源的優(yōu)化配置和利用。 跨國(guó)公司供應(yīng)鏈管理的微觀環(huán)境 供應(yīng)鏈管理作為新的管理模式與經(jīng)營(yíng)戰(zhàn)略，其產(chǎn)生與發(fā)展同跨國(guó)公司所面臨的微觀環(huán)境密切相關(guān)。其優(yōu)勢(shì)表現(xiàn)為：能夠有效地消除重復(fù)、浪費(fèi)與不確定性，從而降低庫(kù)存總量，減少流通費(fèi)用，創(chuàng)造成本的競(jìng)爭(zhēng)優(yōu)勢(shì)；能夠優(yōu)化鏈上成員組合，保持快速對(duì)客戶需求的快速反應(yīng)，創(chuàng)造競(jìng)爭(zhēng)的時(shí)間和空間優(yōu)勢(shì)，實(shí)現(xiàn)供求的良好結(jié)合；通過(guò)建立成員企業(yè)間的戰(zhàn)略合作伙伴關(guān)系，充分發(fā)揮鏈上企業(yè)的核心能力，創(chuàng)造競(jìng)爭(zhēng)的整體優(yōu)勢(shì)[21]。9哈爾濱工業(yè)大學(xué)經(jīng)濟(jì)學(xué)碩士學(xué)位論文第2章 SCM 模式下跨國(guó)公司競(jìng)爭(zhēng)優(yōu)勢(shì)來(lái)源競(jìng)爭(zhēng)優(yōu)勢(shì)是跨國(guó)公司發(fā)展的核心內(nèi)容之一，邁克爾但是很多研究更注重的是從靜態(tài)視角進(jìn)行分8哈爾濱工業(yè)大學(xué)經(jīng)濟(jì)學(xué)碩士學(xué)位論文析，所以動(dòng)態(tài)化方法的研究與應(yīng)用將成為供應(yīng)鏈管理分析的一個(gè)趨勢(shì)，體現(xiàn)跨國(guó)公司實(shí)施供應(yīng)鏈管理發(fā)揮其自有優(yōu)勢(shì)、動(dòng)態(tài)提升競(jìng)爭(zhēng)優(yōu)勢(shì)的能力。王琴、田奮飛等專門(mén)對(duì)各種競(jìng)爭(zhēng)優(yōu)勢(shì)理論在供應(yīng)鏈領(lǐng)域中的應(yīng)用做出了評(píng)價(jià)：首先，對(duì)個(gè)體企業(yè)優(yōu)勢(shì)源的研究從不同角度揭示了企業(yè)優(yōu)勢(shì)的根源，強(qiáng)調(diào)適應(yīng)環(huán)境的戰(zhàn)略活動(dòng)對(duì)企業(yè)權(quán)威和企業(yè)領(lǐng)導(dǎo)地位產(chǎn)生的影響，進(jìn)而為供應(yīng)鏈中核心企業(yè)的權(quán)威生成研究提供了分析基礎(chǔ)，但不足之處在于：立足于個(gè)體企業(yè)視角，忽視供應(yīng)鏈的網(wǎng)絡(luò)特征，沒(méi)有考慮到企業(yè)群體的整體優(yōu)勢(shì)；更重視企業(yè)間競(jìng)爭(zhēng)型研究，缺乏合作基礎(chǔ)上的優(yōu)勢(shì)剖析，忽視企業(yè)間相互關(guān)系對(duì)優(yōu)勢(shì)的影響，所以對(duì)于供應(yīng)鏈中企業(yè)優(yōu)勢(shì)生成的解釋力有限。汪全立、趙偉、趙春妮等從跨國(guó)公司價(jià)值鏈重構(gòu)的角度闡述了跨國(guó)公司供6哈爾濱工業(yè)大學(xué)經(jīng)濟(jì)學(xué)碩士學(xué)位論文應(yīng)鏈管理全球化的戰(zhàn)略選擇[14]。張鐸則給出較為完整的供應(yīng)鏈管理概念——供應(yīng)鏈管理是在認(rèn)識(shí)和掌握了供應(yīng)鏈各環(huán)節(jié)內(nèi)在規(guī)律和相互聯(lián)系基礎(chǔ)上，利用管理的計(jì)劃、組織、指揮、協(xié)調(diào)、控制和激勵(lì)職能，對(duì)產(chǎn)品生產(chǎn)和流通過(guò)程中各個(gè)環(huán)節(jié)所涉及的物流、信息流、資金流、價(jià)值流以及業(yè)務(wù)流進(jìn)行的合理調(diào)控，以期達(dá)到最佳組合，發(fā)揮最大的效率，迅速以最小的成本為客戶提供最大的附加值。Handfield 和 Nichols 則強(qiáng)調(diào)在供應(yīng)鏈關(guān)系基礎(chǔ)上進(jìn)行各種活動(dòng)整合來(lái)獲得持續(xù)的競(jìng)爭(zhēng)優(yōu)勢(shì)。道格拉斯(1)外生理論流派 競(jìng)爭(zhēng)優(yōu)勢(shì)外生理論起源于著名的 S—C—P 范式(梅森—貝 恩 范 式 ) ， 即 市 場(chǎng) 結(jié) 構(gòu) (structure) — 市 場(chǎng) 行 為 (conduct) — 市 場(chǎng) 效 率(performance)。(1)對(duì)供應(yīng)鏈不同角度的定義 從組織形態(tài)角度來(lái)進(jìn)行定義的代表觀點(diǎn)有：Lin 等認(rèn)為供應(yīng)鏈?zhǔn)前ü?yīng)商、制造商、銷(xiāo)售商在內(nèi)，涉及物流、資金流、信息流的企業(yè)網(wǎng)絡(luò)系統(tǒng)；Christopher 認(rèn)為，供應(yīng)鏈?zhǔn)且粋€(gè)組織網(wǎng)絡(luò)，所涉及的組織從上游到下游，在不同的過(guò)程和活動(dòng)中對(duì)交付給最終用戶的產(chǎn)品或服務(wù)產(chǎn)生價(jià)值。跨國(guó)公司的經(jīng)營(yíng)理念與實(shí)踐推動(dòng)了供應(yīng)鏈管理在全球范圍內(nèi)的發(fā)展，同時(shí)供應(yīng)鏈管理又可以進(jìn)一步鞏固跨國(guó)公司的既有優(yōu)勢(shì)，在全球競(jìng)爭(zhēng)環(huán)境中創(chuàng)造和發(fā)展新的優(yōu)勢(shì)，使得跨國(guó)公司在國(guó)際經(jīng)濟(jì)中的主體地位更加凸顯?？鐕?guó)公司的這些新特點(diǎn)在其供應(yīng)鏈管理的實(shí)施中得到鮮明的體現(xiàn)?？鐕?guó)公司廣泛應(yīng)用快速反應(yīng)(QR)、有效客戶反應(yīng)(ECR)等供應(yīng)鏈管理策略以提高反應(yīng)速度和決策效率。從現(xiàn)實(shí)的可行性角度而言，供應(yīng)鏈管理的集成化思想有利于協(xié)調(diào)與貿(mào)易聯(lián)系體之間的合作關(guān)系，減少跨國(guó)公司國(guó)際化經(jīng)營(yíng)的風(fēng)險(xiǎn)；先進(jìn)的供應(yīng)鏈管理系統(tǒng)能夠?yàn)榭鐕?guó)公司充分發(fā)揮自身優(yōu)勢(shì)、整合內(nèi)部和外部資源提供技術(shù)支持。在這種大的發(fā)展背景下，跨國(guó)公司的發(fā)展呈現(xiàn)出更注重時(shí)效性、核心業(yè)務(wù)、組織結(jié)構(gòu)的網(wǎng)絡(luò)化以及全球范圍內(nèi)的資源利用等方面的特點(diǎn)，這些特點(diǎn)在供應(yīng)鏈管理的實(shí)施中得到更突出的體現(xiàn)。關(guān)鍵詞全球供應(yīng)鏈；資源優(yōu)化利用；競(jìng)爭(zhēng)優(yōu)勢(shì)評(píng)價(jià)I哈爾濱工業(yè)大學(xué)經(jīng)濟(jì)學(xué)碩士學(xué)位論文AbstractCompetition of enterprises has been improved with the development ofglobal economy, information economy and knowledge economy. And the relationbetween petition and cooperation has also been connected more intensely.Under this background, Transnational Corporations have been paying moreattentions on timing effectiveness, core business, organization structure’snetwork, utilization of the global resources. And these characteristics areconcentrated on carrying out supply chain management (SCM). The practicalexperiences of many Transnational Corporations show that there is a mutualvirtuous circle between SCM and petitive advantage. TransnationalCorporations’ operating strategies and practical innovations promote thedevelopment of SCM in global scale, meanwhile, SCM provide new plats forTransnational Corporations to elaborate the advantages in the new globalpetitive environment, which enhance the Transnational Corporations’ coreposition in the international economy and trade. Therefore, systematic researchon Transnational Corporations’ SCM and petitive advantage means animportant strategic significance to Transnational Corporations’ development. Andfor the other members in Transnational Corporations’ global supply chain, theresearch is conductive to optimize behavioral decision. And furthermore, there istheoretic and practical meaning for improving petitive petence of thewhole supply chain system and the sustainable petitive advantage.Research in view of theoretic feasibility, the analysis on petitiveadvantage is one of the core contents about Transnational Corporations’ theory.With the development of Transnational Corporations’ global operatingenvironment, the petitive advantage theories relevantly present a dynamicdevelopment tendency. The monopoly advantage theory, inner advantage theory,promise theory, the advantage theories base on strategic resources, capacitiesandvaluechainmanagementresearchonTransnationalCorporations’petitive advantage from the range of advantages which should be possessedby Transnational Corporations’ when investing in foreign countries, to the extent II 哈爾濱工業(yè)大學(xué)經(jīng)濟(jì)學(xué)碩士學(xué)位論文of how to realize and keep sustainable advantage. And these are the theoreticbasis of analyzing Transnational Corporations’ petitive advantage base onSCM. In view of practical feasibility, the integrating thinks of SCM is conductiveto harmonize the relations among the connected trade members, which induce thetransnational operating risks. And the advanced SCM systems providetechnological supports for Transnational Corporations utilizing inner advantage,integrating both of the internal and external resources. So the channels forTransnational Corporations to enhance the petitive advantage include thatfounding global supply chain strategic alliance to optimize the system boundary,integrating the logistics, information flows, knowledge flows in the supply chain,adopting the advanced SCM system and management methods to optimize thesupply chain’s links and realize the global resources’ optimizing distribution andutilization. On the basis of qualitatively analyzing how the TransnationalCorporations strengthen the petitive advantage through SCM, it needs tomake further research on the quantitative analysis about the petitiveadvantage based on SCM within the petitive advantage evaluating methods.And the founding of visual targets are able to be utilized for monitoring theactual operating effects and be helpful to obtain sustainable petitiveadvantage in dynamic development environment.Keywords global supply chain, optimizing utilization of resources, petitiveadvantage evaluating