How to construct water resources evaluation index system with system hierarchy method

Overview of the construction and management of supply chain strategic partnership: The construction and management of supply chain strategic partnership is the core content of supply chain management. The characteristics of supply chain strategic partnership are analyzed, the evaluation and selection of supply chain strategic partners are discussed, and the coordinated management of supply chain partners is studied from information exchange, knowledge sharing and incentive measures, so as to ensure the real realization of the benefits of supply chain strategic partners. Keywords: evaluation, selection, coordination and management information of supply chain strategic partnership * * * Enjoy adverse selection Foreword: Since the 1990s, with the acceleration of economic globalization and the strengthening of demand diversification, the competition among enterprises has become increasingly fierce, and the market uncertainty has increased sharply, making enterprises in an increasingly complex and changeable business environment. Enterprises can no longer cope with fierce competition alone, but should integrate the superior resources of member enterprises with the help of supply chain to form overall competitiveness. Therefore, we must abandon the traditional management mode of "enterprise-centered" and replace it with modern supply chain management mode. The core of supply chain management is "cooperation". Strategic partnership should be established between supply chain members, that is, an informal long-term agreement relationship between upstream and downstream independent enterprises in the supply chain based on trust and * * * common goals, * * * sharing resources, * * * taking risks and * * * gaining profits. However, since the member enterprises of the supply chain are all independent stakeholders, their relationship is still principal-agent relationship in essence, and individual rationality may lead to opportunistic behavior, which is one of the main factors that plague cooperation and may lead to cooperation failure. Therefore, it is of great theoretical and practical significance to study the construction and management of supply chain strategic partnership. The definition of supply chain strategic partnership and its difference from traditional relationship (I) The definition of supply chain partnership (SCP), also known as supply chain strategic alliance, refers to the commitments or agreements reached by upstream suppliers and downstream buyers in the supply chain in a long period of time, including information disclosure, benefit sharing and sharing, and the risks brought by the partnership. The supply chain partnership was established in the mid-1980s, and experienced the traditional relationship stage and free competition stage. This strategic partnership is formed under the integrated supply chain management environment, among enterprises in the supply chain, for specific goals and interests. The reason is usually that the total cost of logistics cost, information collection cost and inventory cost is too high, and the product quality cannot be guaranteed. The purpose is to reduce the total cost of supply chain, reduce inventory level, enhance information enjoyment, improve communication between strategic partners, maintain the consistency of their operation, and generate greater competitive advantages, thus improving and improving the financial situation, quality, output, delivery date, user satisfaction and performance of supply chain node enterprises. (2) The difference with the traditional supplier relationship. Implementing supply chain cooperation means developing new products/technologies, exchanging data and information, enjoying market opportunities and taking risks. In the environment of supply chain cooperation, manufacturers no longer only consider the price when selecting suppliers, but pay more attention to selecting suppliers who can cooperate well in quality service, technological innovation and product design. In the new competitive environment, the research on supply chain cooperation emphasizes direct and long-term cooperation, mutual trust and cooperation. This is very different from the traditional relationship model. Construction of supply chain strategic partnership The construction process of supply chain strategic partnership mainly includes: analysis of market competition environment, analysis of main factors of partners, criteria for establishing partnership, evaluation and selection of partners, establishment and implementation of partnership, etc. (I) Principal factor analysis of partners The evaluation and selection of partners is multi-objective for enterprises, including many tangible and intangible multi-level factors. Today, the performance of partners has an increasing influence on the enterprise itself, which affects the success of manufacturers in delivery, product quality, product price, lead time, inventory level and product design. (II) Criteria for selecting partners The criteria for selecting partners should be based on the principles of minimum total cost, strong agility and minimum risk. In addition, whether the profit distribution is reasonable, the compatibility of culture and management, the financial stability, and the ability and positioning of partners can not be ignored, which will affect the long-term cooperation with partners, while the supply chain partnership emphasizes the establishment of long-term stable and mutual trust partnerships. At present, the selection criteria of enterprises mostly focus on product quality, price, flexibility, punctuality of delivery, lead time and batch number. According to the research of strategic suppliers selection based on supply chain risk management, the representative indexes are selected to evaluate strategic suppliers's anti-risk ability, and the comprehensive evaluation index system of suppliers is established, and the evaluation method of gray correlation degree combined with analytic hierarchy process is used to evaluate strategic suppliers. Research on the concept of dynamic alliance based on dynamic alliance In the early 1990s, experts and professors from Iacocca Institute of Lehigh University put forward the concept of agile manufacturing for the first time. Agile manufacturing technology develops the concept of "factory integration" into the concept of dynamic alliance. Through dynamic alliance, manufacturing enterprises can obtain much-needed resources that cannot be owned in a short period of time, thus enhancing the flexibility of manufacturing enterprises. (3) The setting principle of comprehensive evaluation index system and the principle of system comprehensiveness. The evaluation index system must fully reflect the current comprehensive level of supplier enterprises and include all aspects of enterprise development prospects; Simple and scientific principles. The size of the evaluation index system must also be appropriate, that is, the setting of the index system should be scientific. If the index system is too large, the index levels are too many, and the index is too detailed, it will inevitably attract the evaluator's attention to small problems, while the index system is too small, the index levels are too few, and the index is too thick to fully reflect the supplier's level; Principle of stable comparability. The setting of evaluation index system should also consider the comparability with other domestic index systems; Principles of flexibility and operability. The evaluation index system should be flexible enough so that enterprises can use the index flexibly according to their own characteristics and actual conditions. (4) Reasonable Selection With the introduction of grey system method, AHP/ DEA method and value engineering method, great progress has been made in the theory and practice of partner evaluation. Some scholars have studied supplier selection by using artificial neural network, and achieved satisfactory results. There are many factors that affect the selection of supply chain partners, and the relationship between results and factors is not clear, that is, there are certain information and uncertain information. Research on the definition of evaluation index for the selection of supply chain partner enterprises: If enterprises want to successfully implement supply chain management, the selection of partner enterprises is the first problem to be solved. The evaluation index system of partner enterprise selection is the basis and basis for choosing the best partner. Firstly, this paper analyzes the characteristics and limitations of the existing evaluation index system of partner enterprises, as well as the purpose and definition principles of the index system construction. On this basis, a new evaluation index system of supply chain partner enterprise selection is constructed by using the "goal-system" method. Partner selection system of dynamic alliance based on multi-agent. Combined with multi-agent technology, through the analysis and research of partner selection in dynamic alliance, a partner selection system in dynamic alliance based on multi-agent technology is designed and implemented. Firstly, based on the demand analysis of partner selection in dynamic alliance, the organizational structure of the system, the overall structure of agents and the communication model between agents are designed, and the KQML language used in the communication process is appropriately extended to complete the message processing. Using the event handling mechanism of Java, the communication environment of the system is designed in detail, and the method of message encapsulation and analysis is given. Using the concept of Java class, the base class of Agent is designed, and five specific Agent classes are derived to realize the functions of the whole system, namely information Agent, communication Agent, evaluation Agent, negotiation Agent and user Agent. Multithreading technology is used to realize the operation of multiple proxy objects in the same system environment. Finally, the system is implemented, and the whole system is tested, and the running results are given, which verifies the availability and correctness of the system, and the system can meet the general application. In order to facilitate enterprises to participate in partner selection, a network platform is designed and developed to realize the above functions. This website is used to publish, query and modify the bidding information and partner selection results of enterprises. In addition, through this website, you can also complete the functions of starting partner selection and contract confirmation. The management of supply chain strategic partnership The performance of supply chain system mainly depends on whether the partnership is coordinated, and only a harmonious and stable relationship can play its best role. In the substantive stage of establishing strategic partnership in supply chain, it is necessary to analyze expectations and demands, and enterprises in supply chain need to cooperate closely with each other, strengthen information exchange and provide technical exchange and design support to each other. In the implementation stage, mutual trust is the most important, and good wishes, flexibility, conflict resolution skills, performance evaluation, effective technical methods and resource support are all important. Only by strengthening information exchange and knowledge sharing, establishing corresponding incentive measures and establishing the overall concept of supply chain can we finally realize the mutually beneficial and win-win relationship between supply chain enterprises. (A) the establishment of trust supervision mechanism Trust and information sharing are unavoidable topics and problems in supply chain collaborative management. According to the game theory in information economics, the agent who owns private information will induce opportunism tendency because of the asymmetry of information, which will lead to the adverse selection of the principal who does not own private information. When the supplier can't provide the product quality and specifications required by the manufacturer, it will use information asymmetry to deceive the manufacturer, which will lead to adverse selection. How to enjoy information and avoid adverse selection is the focus of supply chain partnership management. In order to solve the problem of information asymmetry, spence( 1972) first put forward the concept of "signal transmission" and discussed the method to solve the problem of adverse selection. In the labor market, information is asymmetric. . What economists usually call "signal transmission" also includes: reputation, product quality assurance and so on. Solving the problem of adverse selection from this perspective lies in a comprehensive and in-depth understanding of the situation. 1. Investigate suppliers' past performance and goodwill. First of all, the core enterprise should conduct a detailed investigation on the past performance of potential cooperative suppliers, including the supplier's finance, product quality, cost, on-time delivery level and many other aspects of history. Secondly, whether the supplier is qualified or not can also be obtained through the goodwill of the supplier in the market. Finally, suppliers with good reputation and performance for decades or even longer have relatively stable behaviors. 2. The supplier is certified by a third party. When selecting supplier partners, core enterprises require suppliers to produce certificates issued by international authoritative organizations, such ISO)ISO 9000 certification, which gives the reliability and quality standards of enterprise management in design, development, production, installation and service. 3. Establish a long-term strategic cooperative relationship. From the very beginning, core enterprises indicate to potential partners (suppliers) that they want to establish long-term business relations, and will reward suppliers with outstanding performance, such as obtaining more business opportunities and financial and technical support. Once the core enterprises find suppliers with cheating motives and behaviors, they will immediately cancel the cooperation plan and announce the list of suppliers to the public. 4. The change of business philosophy. The renewal of business philosophy of top managers in enterprises is the fundamental way to reduce adverse selection of suppliers. Supply chain node enterprises are independent market subjects and rational "economic men". Maximizing one's own interests is understandable, but enterprise managers should understand that if they want to gain their own interests, they must first provide useful products or services to others. It is more effective for the leaders of supplier enterprises to change their ideas than to give up opportunistic actions under external pressure, and the enhancement of corporate responsibility and mission is undoubtedly an important way to eliminate adverse selection in supply chain. 5. The government actively participates in and creates a good economic environment. The government and its legal institutions play an irreplaceable role in ensuring fair competition and promoting information enjoyment. Severely cracking down on and punishing enterprises' illegal behaviors will have a great deterrent effect on opportunistic behaviors. It is necessary to establish and improve the "enterprise bad behavior warning system", gradually improve the construction of the credit system, do a good job in consulting services for suppliers, manufacturers, wholesalers and retailers on the qualifications and credit status of enterprises, and publicly investigate and deal with enterprises that violate business practices and commercial dishonesty through the enterprise credit information system. (3) The incentive mechanism of partners is very important for maintaining a long-term win-win relationship and motivating suppliers. Without an effective incentive mechanism, it is impossible to maintain a good supply relationship. In the design of incentive mechanism, the principles of fairness and consistency should be embodied. Giving suppliers price discounts and flexible contracts, as well as giving away shares, will enable suppliers and manufacturers to share success, and at the same time enable suppliers to realize the benefits of a win-win mechanism from cooperation. Internet-based supply chain relationship management theory-relationship marketing theory. Scholars at home and abroad have different definitions of "relationship marketing". Morgan and Hunt (1994) believe that although there are many definitions, none of them can be applied to all fields, but these definitions have one thing in common, that is, "relationship" is the center of marketing. MH94 defines relationship marketing as: "It refers to the direct relationship with the establishment, development and maintenance of success. The difference between this theory and traditional marketing theory is that traditional marketing theory is based on "transaction" and emphasizes competition and short-term behavior. Relationship marketing is based on "relationship" and emphasizes long-term behavior in cooperation and competition. The scope of relationship marketing includes supplier market, internal market, competitor market, dealer market, customer market and influencer market, and the management of supply chain relationship can also be regarded as a part of relationship marketing. Internet provides unprecedented space for enterprise development, but it also increases the complexity of business environment. Only by correctly using the Internet, building a long-term and reliable supply chain relationship, and building a supply chain capability that conforms to the strategic positioning of the enterprise and satisfies customers, can enterprises gain long-term competitive advantages in both profit and customer satisfaction. The selection and management of supply chain partners is a dynamic process. In today's rapidly changing market, Internet-based management is efficient. 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