scholarly journals Measuring Risks of Confirming Warehouse Financing from the Third Party Logistics Perspective

2019 ◽  
Vol 11 (23) ◽  
pp. 6573 ◽  
Author(s):  
Zhixin Wang ◽  
Yue Wang

Confirmation warehouse financing is an important model in supply chain finance. This type of financing has special characteristics due to the existence of the reverse repurchase link, and it increases the risk commitment of the core enterprise at a certain level. Previous research on supply chain financial risk mostly settled in ‘all-industry, multi-model’, ignoring the special risks of single mode. To supplement the vacancies in the current research, the special risks of supply chain finance should be identified under a single model. On this basis, a measurement index system for confirmation warehouse financing risk is created. The article uses a Back Propagation (BP) neural network to build a Third Party Logistics (3PL) perspective of the risk measurement model for confirmation warehouse financing. The said network is combined with the 24 sets of actual cases from ZY Logistics. MATLAB is used to train the sample data. Results show that the absolute errors—0.042998, −0.011102, 0.020514 and 0.039448—between the training value and the predicted value are smaller than the preset error value. Among the 24 cases, high-risk businesses reached 41.7%, whereas low-risk businesses only accounted for 29.2%. The ZY enterprise confirms that warehouse financial business risk is high, and this situation should be revised. Research shows that the risk measurement indicator system has good risk prediction ability. This study establishes and verifies the rationality of the risk measurement index system and provides a reliable reference for 3PL risk aversion in supply chain finance.

2020 ◽  
Vol 6 (2) ◽  
pp. p1
Author(s):  
Zhou Shihuai ◽  
Tianjiao Hu ◽  
Jun Chen ◽  
Xi Zhou

With the perspective of small and medium-sized enterprises in China, it has trouble getting financing. Based on cash - cash flow sensitivity model, this paper figures out the existence of financial constraints on SMEs in software industry and supply chain finance’s effect on it. The cash flow sensitivity of cash and supply chain finance’s effectiveness are evaluated using a large sample of listed companies on the SME boardfrom2008 to 2018. Through empirical analysis and robustness checks, it is concluded that SMEs in software industry have financing difficulties and supply chain finance can alleviate this financial dilemma to some extent. Furthermore, the essay analyzes risk points of three different forms of supply chain finance and puts forward some suggestions about risk management for small and medium-sized enterprises, bank and third-party logistics.


2019 ◽  
Vol 11 (19) ◽  
pp. 5184
Author(s):  
Bo-Rui Yan ◽  
Qian-Li Dong ◽  
Qian Li

International capacity cooperation is easily affected by the interweaving of its internal and external environment. As the risk accumulation exceeds the threshold, a supply chain crisis and even emergency will occur and serious losses will be caused. Regarding multinational operation and international capacity cooperation, 208 cases were summarized to identify risk types and high-incidence areas, and a risk measurement index system was established. A Fuzzy AHP (Analytic Hierarchy Process) method was used to evaluate the importance of each risk index. It was found that country risk was the main cause of supply chain emergencies in international capacity cooperation. Construction, water and electricity supply, mining and manufacturing were major areas of emergencies. In international capacity cooperation, country risk and cross-cultural risk were more important in external risks, while in internal risk, financial risk and decision risk were more important.


Author(s):  
Aicha Aguezzoul

Many companies outsource their logistics functions to Third-Party Logistics providers (3PL) instead of achieving them internally. The studies on this field are mostly of empirical type and focused on reasons, benefits, and risks of working with 3PL as well as the role of those on supply chain management. This chapter focuses on 3PL selection problem and presents a literature analysis of 47 articles published within 2001-2011 period. The objective is to identify the mainly approaches applied and their evaluating criteria in measuring the performance of 3PL.


Author(s):  
Diego Fernando Manotas-Duque ◽  
Juan Carlos Osorio-Gómez ◽  
Leonardo Rivera

Supply chain risk management processes are among the most important activities in the value chain of any industry. The supply chain risk management process includes different activities, focused on the identification, measurement, assessment, and mitigation of the main risk sources that can affect a supply chain. The increasing complexity facing global supply chains generates the need for suppliers to collaborate in different processes in a supply chain. In this context, Third Party Logistics Providers (3PL) have been widely promoted by the phenomenon of outsourcing, on which companies increasingly rely. The growth in logistics outsourcing is mainly attributed to the benefits it brings in terms of reducing costs, improving performance, allowing companies to focus on their core businesses and building virtual enterprises through strategic alliances. In this chapter we develop a model to identify the operational risk factors of a 3PL provider.


Author(s):  
Mahesh S. Raisinghani

A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customers. In other words, supply chain encompasses all of the activities associated with moving goods from raw-materials stage through to the end user. The information systems needed to monitor all of these activities are a critical part of the mix. Successful supply chain management (SCM), then, coordinates and integrates all of these activities into a seamless process. It embraces and links all of the partners in the chain. In addition to the key functional areas within the organization, these partners include vendors, carriers, third-party logistics companies, and information systems providers.


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