跨国公司在华竞争战略演变驱动力及实现路径——基于供应链管理的视角  

Driving Forces and Achieving Paths of Evolvement of MNCs' Competitive Strategy in China——Based on Visual Angle of SCM

作　　者：刘刚[1] 李峰[1] 

机构地区：[1]中国人民大学商学院,北京100872

出　　处：《中国工业经济》2008年第6期99-107,共9页China Industrial Economics

摘　　要：跨国公司在华竞争战略正在从差别化战略向成本领先战略演变。本文首先建立基于供应链管理的驱动模型分析了这一演变的动因,然后以折衷范式三优势和供应链三环节为两个维度,研究了这一演变趋势的实现路径。研究结果表明:跨国公司在华主要利用区位优势和专属优势来降低采购供应链和内部供应链的成本,而在分销供应链上则主要依赖于专属优势;区位优势、专属优势和内部化优势在成本领先优势的建立中,分别发挥了保障因素、卓越因素和催化因素的作用。本文建议本土企业及时为自己确定在供应链中的定位,并从供应链内、外两个层面对跨国公司在华的竞争战略演变做出反应。MNCs＇ competitive strategy in China is evolving from differentiation strategy to cost-leadership strategy. Firstly, the paper constructs a model of driving forces based on SCM to analyze the causes of the evolvement. Then, under a two-dimensional framework which contains three kinds of advantages of eclectic paradigm and three parts of supply chain, the paper analyzes the paths by which the evolvement of MNCs＇ competitive strategy is achieved. The results from the research suggest that MNCs in China take advantage of both location advantages and ownership advantages to cut cost in purchasing supply chain and internal supply chain, and mainly make use of ownership advantages in distributing supply chain for the same purpose. In the process of MNCs＇ building cost leadership, location advantages, ownership advantages and internalization advantages act as fundamental factor, exceeding factor and catalyzing factor respectively. The paper suggests that native corporations should orientate themselves early in the supply chain and respond to the MNCs＇ strategic evolvement both inside and outside their own supply chain.

关 键 词：跨国公司 竞争战略 供应链管理 折衷范式 

分 类 号：F270[经济管理—企业管理]