本文選題：供應(yīng)鏈管理 + 創(chuàng)新與轉(zhuǎn)型　； 參考：《北京郵電大學(xué)》2017年碩士論文

【摘要】：我國經(jīng)濟(jì)面臨人口紅利減少、要素成本上升、競爭力落后、產(chǎn)業(yè)基礎(chǔ)薄弱等困難,通過加大投入資源的傳統(tǒng)經(jīng)濟(jì)增長模式已經(jīng)不可持續(xù),新常態(tài)下實(shí)現(xiàn)經(jīng)濟(jì)的創(chuàng)新轉(zhuǎn)型已經(jīng)成為必然選擇。企業(yè)是經(jīng)濟(jì)的細(xì)胞,經(jīng)濟(jì)的創(chuàng)新轉(zhuǎn)型需要依賴許多供應(yīng)鏈上的企業(yè)轉(zhuǎn)向創(chuàng)新型的發(fā)展。另一方面,企業(yè)以盈利為目標(biāo),企業(yè)發(fā)展就是要多盈利。如何讓追求盈利的企業(yè)轉(zhuǎn)向創(chuàng)新發(fā)展則成為經(jīng)濟(jì)轉(zhuǎn)型成功的關(guān)鍵問題。手機(jī)行業(yè)作為科技含量較高的行業(yè),以蘋果手機(jī)為代表的國際品牌手機(jī)廠商在技術(shù)研發(fā)和產(chǎn)品創(chuàng)新等方面表現(xiàn)較好,以華為、vivo、OPPO為代表的國內(nèi)手機(jī)廠商在技術(shù)研發(fā)和產(chǎn)品創(chuàng)新等方面已經(jīng)有了較大提升,但是其他的手機(jī)品牌廠商仍有較大發(fā)展空間。在國內(nèi)的手機(jī)市場,電信運(yùn)營商具有全國最多的手機(jī)出貨量,扮演了最重要的渠道商的角色。電信運(yùn)營商作為手機(jī)行業(yè)的核心企業(yè),在手機(jī)供應(yīng)鏈中起到主導(dǎo)的作用。一方面,電信運(yùn)營商每年支出大量的營銷費(fèi)用支持手機(jī)銷售;另一方面,電信運(yùn)營商也與手機(jī)廠商開展了一些戰(zhàn)略合作,開發(fā)新技術(shù)、研制新產(chǎn)品。所以,如何讓企業(yè)從以傳統(tǒng)營銷活動為主的發(fā)展模式轉(zhuǎn)向以創(chuàng)新活動為主的發(fā)展模式是本文研究的問題。因此,本文構(gòu)建了一個由手機(jī)廠商和電信運(yùn)營商組成的二級供應(yīng)鏈,手機(jī)廠商負(fù)責(zé)生產(chǎn)手機(jī)并把手機(jī)賣給電信運(yùn)營商,電信運(yùn)營商負(fù)責(zé)手機(jī)零售業(yè)務(wù),最終賣給消費(fèi)者,同時,每個手機(jī)用戶需要支付給電信運(yùn)營商一定的信息服務(wù)費(fèi)。電信運(yùn)營商作為手機(jī)供應(yīng)鏈的主導(dǎo)者,為了實(shí)現(xiàn)更多的利潤,通常會采取三種盈利手段:開展?fàn)I銷活動來提高產(chǎn)品銷量,開展過程創(chuàng)新活動來降低生產(chǎn)成本,開展產(chǎn)品創(chuàng)新活動來提高產(chǎn)品銷量�；谏鲜鲇侄�,本文建立了三種場景下的斯坦伯格博弈模型,分別為營銷活動模型、過程創(chuàng)新模型、產(chǎn)品創(chuàng)新模型。通過求解,得到每種情境下手機(jī)廠商和電信運(yùn)營商的最優(yōu)策略,并對每種情況下的最優(yōu)策略進(jìn)行了比較分析,通過模擬數(shù)據(jù)的算例仿真驗(yàn)證了相關(guān)結(jié)論。最后,比較了三種情形下供應(yīng)鏈上主導(dǎo)企業(yè)的利潤,確定了每種場景的占優(yōu)區(qū)域,最終給出了供應(yīng)鏈實(shí)現(xiàn)創(chuàng)新轉(zhuǎn)型的解析性條件,并進(jìn)行了比較。研究發(fā)現(xiàn):當(dāng)市場對營銷的敏感度較高時,兩種創(chuàng)新轉(zhuǎn)型的占優(yōu)區(qū)域都被較大程度的壓縮了,但如果市場對新產(chǎn)品比較追捧的話,產(chǎn)品創(chuàng)新就有可能超越營銷以及生產(chǎn)技術(shù)創(chuàng)新而占優(yōu)的。當(dāng)市場對營銷的敏感度較低時,兩種創(chuàng)新的占優(yōu)區(qū)域會變得比較大,兩種創(chuàng)新之間的取舍則決于它們的創(chuàng)新成本分擔(dān)比例和市場對新產(chǎn)品的追捧程度等的關(guān)系。最后為供應(yīng)鏈企業(yè)和政策制定者給出了一些重要的管理啟示。
[Abstract]:The economy of our country is faced with the difficulties of decreasing population dividend, rising factor cost, backward competitiveness, weak industrial foundation, etc. The traditional economic growth mode of increasing resources has become unsustainable. Under the new normal condition realizes the economic innovation transformation already became the inevitable choice. Enterprises are the cells of economy. The innovation transformation of economy depends on many enterprises in supply chain turning to innovative development. On the other hand, the enterprise takes the profit as the goal, the enterprise development is to want more profit. How to make the profitable enterprises turn to innovation and development is the key issue of successful economic transformation. The mobile phone industry, as an industry with high technology content, has performed well in technology research and development and product innovation among the international brand mobile phone manufacturers, represented by Apple's mobile phones. The domestic mobile phone manufacturers, represented by Huawei vivo-OPPO, have been greatly improved in technology research and development and product innovation, but other mobile phone brands still have more room for development. In the domestic mobile phone market, telecom operators have the largest number of mobile phone shipments and play the most important role as channel operators. As the core enterprise of the mobile phone industry, telecom operators play a leading role in the mobile phone supply chain. On the one hand, telecom operators spend a lot of marketing expenses every year to support mobile phone sales; on the other hand, telecom operators have also carried out some strategic cooperation with mobile phone manufacturers to develop new technologies and new products. Therefore, how to change the development model from traditional marketing activities to innovative activities is the problem of this paper. Therefore, this paper constructs a two-level supply chain composed of mobile phone manufacturers and telecom operators. The mobile phone manufacturers are responsible for producing and selling mobile phones to telecom operators, and telecom operators are responsible for the retail business of mobile phones, and ultimately sell to consumers, and at the same time, Each mobile phone user needs to pay a certain amount of information service charge to the telecom operator. In order to achieve more profits, telecom operators, as the dominant players in the mobile phone supply chain, usually adopt three means of profit: marketing activities to increase product sales, process innovation activities to reduce production costs, Develop product innovation activities to improve product sales. Based on the above profit methods, this paper establishes three scenarios of Steinberg game model, which are marketing activity model, process innovation model and product innovation model. Through solving, the optimal strategy of mobile phone manufacturer and telecom operator in each situation is obtained, and the optimal strategy in each case is compared and analyzed, and the relevant conclusions are verified by the simulation of simulation data. Finally, the paper compares the profit of the leading enterprises in the supply chain under three circumstances, determines the dominant region of each scenario, and finally gives the analytical conditions for the innovation transformation of the supply chain and makes a comparison. The study found that when the market is more sensitive to marketing, the dominant regions of the two innovation transitions are compressed to a greater extent, but if the market is more popular with new products, Product innovation is likely to be superior to marketing and production technology innovation. When the market is less sensitive to marketing, the dominant regions of the two innovations will become larger. The trade-off between the two innovations depends on the relationship between their innovation cost sharing and the market's popularity of new products. Finally, some important management implications are given for supply chain enterprises and policy makers.
【學(xué)位授予單位】：北京郵電大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F626;F274

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