交通方式选择与旅客时间价值研究--以北京-太原客运通道为例

从旅客出行交通方式选择入手,在综合考虑旅客收入、出行费用、出行时间、安全舒适度、服务水平等因素基础上,提出一个简化且合理的时间价值计算模型。以北京-太原客运通道为例,通过对不同收入旅客出行交通方式选择进行调查,计算出不同收入阶层旅客的时间价值。结果发现,不同收入的旅客时间价值是不同的,但不同收入旅客的每小时时间价值约等于该群体每小时人均可支配收入的50%左右。这一结论对各种交通运输工具的定价及交通资源的配置具有一定的借鉴意义。     

高技术产品定价模型研究——基于TCO和TVO均衡的视角

现行定价方法在应用于高技术产品时遇到困难,这主要是其价格结构中缺失拥有的总成本和拥有的总价值这两个要素所致.高技术产品的技术结构是影响价格决策的重要因素,这一影响通过拥有的总成本和拥有的总收益之间的交互关系或者说均衡关系得以实现.这一特征与一般产品,例如以标准化为导向的工业品或以消费者个性化为导向的消费品大相径庭,因此用一般产品定价方法为高技术产品定价显然是不合适的.文章构建了基于拥有的总成本和拥有的总价值均衡条件下的高技术产品定价模型,得到该模型的逻辑过程是:给出成本与预算双约束下的拥有的总成本曲线及此双约束下的拥有的总价值曲线,分别建立两组曲线内成本约束与预算约束的线性均衡关系,并通过两组线性均衡关系的均衡找到均衡价格.研究结论为高技术产品定价提供了参考.     

农业转移人口市民化的财政负担研究

新型城镇化的核心是农业转移人口市民化,而流入地政府的财政负担是市民化进程中面临的一大障碍。流入地政府需要增加额外的财政支出以实现公共服务均等化,这必然会对现有的财政收支结构造成一定影响,由此带来较大的财政成本,造成一定的财政负担。但随着相关配套制度及设施的逐步完善,市民化的积极意义会日益凸显,对流入地政府的财政负担也会逐渐减轻,最终有利于流入地经济社会的发展。因此,流入地政府应以积极包容的态度做好相关财政准备,加快农业转移人口市民化进程,形成“中央与地方共同分担,地方为主”的格局。     

Development of supplier relationship including cost of defectives in the cyclic production

In the supply chain situation, a decision regarding supplier relationship is of high importance. This usually happens on the basis of supplier company parameters. In order to satisfy the demands, a buyer company often expects the supplier company to expedite their operations, i.e., to enhance the related production rate. In this context, presently the focus of this article is on the cyclic production environment at the supplier company premises. Any practical production process is expected to generate defective products also along with the normal usable products. After an estimation of this and the costs concerning defectives, it needs to be modelled in the cyclic manufacturing. This article incorporates specifically the cost of defectives along with the other relevant costs. After developing an interest in the inclusion of these costs, the supplier company is categorised. A contribution of this article is the development of supplier relationship in the discussed environment.     

The use of performance measurement as a basis for project control of offshore modification oil and gas projects

The methods presented in this article are based on the qualitative and quantitative analysis of close-out data drawn from a portfolio of 38 modification projects. The primary premise is that modification projects are intrinsically subject to quantity and complexity growth during the course of detailed engineering as a consequence of the indeterminate interface with the existing facility. The normative project control routines need to be supplemented by material take-offs-based weight monitoring as a basis for re-estimation and re-calibration of the project baselines as detailed engineering proceeds in order to mitigate this uncertainty as early as possible. Similarly, estimating needs to be based on norms drawn from performance measurement of modification work rather than extrapolations from greenfield projects, particularly the work performed on the platforms. This article presents a portfolio of project control methods based on the performance measurement principle covering the short term of single projects as well as the longer term multi-project perspective.     

The Effects of a Combined Goal Setting,Feedback and Incentive Intervention on Job Performance in a Manufacturing Environment

Abstract

Baked anodes are used in finished aluminum production. Employees of a large multinational aluminum smelter were responsible for the production of more than 3500 baked anodes per week. During a 74 week long baseline (A) condition, production of unusable anodes exceeded 300 per week or 8.6 percent of their nominal 3500 anode production requirement. A problem analysis suggested that this high rate of defective anodes might have been due to weak antecedents, inefficient work procedures and weak performance contingencies. An intervention package that included a combination of goal setting, performance feedback, and tangible rewards was designed to strengthen antecedents and consequences of job performance. A performance feedback system was introduced with and remained constant across the three types of performance contingent rewards and three successively higher goal levels. The three reward and goal combinations were introduced to “strengthen” antecedents and performance contingencies within an A-B1-B2-B3-A with reversal to baseline conditions design. Anode reject rates were lower (better performance) during the three intervention phases compared to both the pre- and post-intervention baseline phase data. A dramatic performance improvement (lowered rate of rejects) was observed during the B3 phase that included the highest performance goal. These data demonstrate that a treatment combination of specific goal setting, feedback and tangible rewards can “strengthen” antecedents and performance contingencies resulting in improved objective performance in a manufacturing environment.     

基于临界价格的易变质产品生产企业 RFID技术投资决策

RFID技术可以优化易变质产品的流通速度,降低变质率对该类企业收益的影响。现代市场是开放型的系统,然而当前RFID技术投资成本过高,因此迫切需要研究开放系统下不同成本的易变质产品生产企业投资RFID技术的可行性。本文建立了不同成本易变质产品生产企业未投资RFID技术时的竞争博弈价格模型和合作博弈价格模型,分析了变质产品数量对产品定价的影响,得出竞合模式下保持企业较高收益且对新企业不产生吸引力的临界价格。在临界价格基础上,分析了投资RFID技术对易变质产品生产企业收益的影响,得出企业可承担的最大RFID标签成本,为该类企业RFID技术的投资提供了科学决策的依据。最后,通过数值模拟分析验证了所建立的模型。     

A Reply to Williamson's “Outsourcing …”

A recent article by Oliver Williamson essentially comprises a critique of supply chain management (SCM) from the perspective of his own field, transaction‐cost economics. Here is one reader's response. SCM can indeed be faulted for inflated rhetoric, among other sins. I believe, however, that the two fields have much to learn from each other.     

Manufacturer–Retailer Negotiations in the Presence of an Oligopolistic Input Market

When a manufacturer relies solely on its own inputs in making products, the focus of negotiations between the manufacturer and retailer is exclusively on profits in the output (retail) market. In such cases, absent retail competition concerns, standard two‐part tariff negotiations set the per‐unit wholesale price equal to marginal cost, and require fixed transfers from the retailer to the manufacturer. In this article, we recognize that manufacturers often rely on imperfectly competitive markets for at least some inputs. Incorporating this seemingly natural feature has profound implications for manufacturer–retailer negotiations since it shifts their focus from being exclusively on output markets to one that balances strategic concerns in both input and output realms. The article's main result is that the added need to discipline input prices can lead the manufacturer and retailer to write contingent contracts that are cost‐plus and prescribe lump‐sum slotting allowances (i.e., fixed transfer from the manufacturer to the retailer).