Early hype about B2B exchanges' potential to revolutionize buyer/seller relationships is now giving way to a much more sober assessment. According to industry sources, only 23% of the hundreds of B2B marketplaces which have been announced have conducted their first trade. Different types of exchange are emerging with different specialist offerings. There is no single best way forward. As a result, companies cannot sit back and wait for consolidation to simplify their choices as to which exchanges to work with. Successful companies will skilfully orchestrate a multiple-channel environment -- private exchanges to enable tailored processes and give competitive advantage; consortium exchanges to multiply standard processes and have wide reach; integrated exchanges to offer seamless processes; and meta-markets to give access to a multitude of exchanges. Companies will also need better ways to judge the strengths and weaknesses of different exchanges; to find out how exchanges can be seamlessly connected; how networks are best governed; and how companies can generate competitive advantage when they share exchange infrastructures with their competitors.
This book focuses on the need to develop sustainable supply chains - economically, environmentally and socially.This book is not about a wish list of impractical choices, but the reality of decisions faced by all those involved in supply chain management today.Our definition of sustainable supply chains is not restricted to so-called "green" supply chains, but recognises that in order to be truly sustainable, supply chains must operate within a realistic financial structure, as well as contribute value to our society. Supply chains are not sustainable unless they are realistically funded and valued. Thus, a real definition of sustainable supply chain management must take account of all relevant economic, social and environmental issues.This book contains examples from a wide range of real-life case studies, and synthesizes the learnings from these many different situations to provide the fundamental building blocks at the centre of successful logistics and supply chain management
This paper examines the coupling of Value Added Tax (VAT), an indirect tax collected by companies, and physical distribution within Supply Chains. Practical evidence and theoretical analysis indicate, that VAT - against its design principle - financially impacts the involved companies. VAT is a result of ownership transfer in material flows between suppliers, customers, and legally independent businesses of a multinational corporations (MNCs). The costs VAT taxation causes therefore are Supply Chain costs and need to be considered in the optimization of Supply Chains. We explain how VAT taxation causes costs and derive that temporal dispersion of VAT cash flows cause bound capital. Based on this, we conceptionally propose a method for the calculation of the costs.
Das Thema "Working Capital Management" hat in den letzten Jahren stark an Bedeutung gewonnen und ist mittlerweile nicht mehr nur für grosse Unternehmen, sondern auch für
Mittelständler von hoher Relevanz. Insbesondere ein erhöhter Liquiditätsbedarf durch Wachstum, z. B. zu Beginn eines konjunkturellen Aufschwungs, in Kombination mit einer restriktiven Kreditvergabe durch die Banken kann dabei zu Engpässen führen. Die Schweizerische Post bietet für Handelsunternehmen eine Lösung.
Das Thema «Working Capital Management» hat stark an Bedeutung gewonnen und ist mittlerweile nicht mehr nur für grosse Unternehmen, sondern auch für Mittelständler von hoher Relevanz. Insbesondere ein erhöhter Liquiditätsbedarf durch Wachstum in Kombination mit einer restriktiven Kreditvergabe durch die Banken kann dabei zu Engpässen führen.
