案例成果

      该案例阐述了三三工业在制造服务化转型过程中的背景、挑战、破局方向、具体方案以及取得的显著成效。通过创新服务化商业模式，优化内部管理和组织机制，引入先进的生产管理以及混合供应链管理技术，三三工业不仅提高了自身的市场竞争力，还为装备制造业的服务化转型提供了有益的经验和示范。该案例为理解制造业服务化转型的重要性提供了实践基础，展示了通过服务化转型，制造企业如何实现增值服务的提供，以及如何通过深化产品与服务的融合，实现企业的持续发展和行业地位的提升。

      本案例阐述了在制造强国建设的战略背景下，启东中远海运海工为了提升生产效率，针对分段制造这一核心环节，合作研发了分段车间智能排程算法。案例详细介绍了团队在需求调研、算法结构设计和系统开发等关键环节的分析与决策内容。案例研发的智能排程算法与系统成功应用于分段车间生产管理中，有效提升了胎位的利用率，并显著减轻了调度员的工作负担。案例成果不仅展现了启东中远海运海工在智能化提升方面的积极探索与成效，也为海工产品制造行业的智能化管理提供了有益的经验与启示。

Zhejiang Meorient Business Exhibition Co., Ltd (Meorient) was founded in 2010 with the vision of building the world’s leading digital exhibitions company and establishing China’s first-class national exhibitions brand. This case examines Meorient brand’s internationalization platform construction and growth by embracing and harnessing digitalization. With years of experience in overseas markets and accumulated resources in various industries, Meorient has served more than 200,000 Chinese enterprises and helped Chinese manufacturers connect with the global market. Under the leadership of co-founder Fang Huansheng, Meorient established a research and development team in Hangzhou in 2018 dedicated to the integration of big-data analytics and foreign trade matchmaking systems. In 2019, Meorient Exhibition was listed on the Growth Enterprise Market board of the Shenzhen Stock Exchange and became the first Chinese exhibitions company to be listed. Over three years, the company continued to refine its digital services, culminating in the creation of a distinctive digital service matrix.

A business expansion avenue emerged for Meorient following the shutdowns during the COVID-19 pandemic. With precautionary measures and travel restrictions severely limiting offline (in-person) exhibitions globally, Meorient harnessed digital infrastructure to launch a digital exhibitions platform. To facilitate business growth in the face of substantial uncertainty and establish a global competitive edge, Meorient needed to promptly devise strategies to launch and facilitate the online exhibitions platform, and had to convince exhibitors and buyers to embrace its innovative digital products.

在商业环境中，跨界交流合作通常被认为是创新的重要来源，非正式群体为跨界行为营造了绝佳的实施环境，因此，如何建立并有效引导和利用非正式群体受到广大管理学者和实践者的密切关注。上海交通大学行业研究院的智能制造社群班（以下简称“社群班”）就是一个典型的利益群体——非正式群体的一种。本案例描述了智能制造社群班如何从建立之初的热情高涨，到因内部冲突而进入低谷期，再到出现转折重现生机，直至班级稳固并走上理想的发展轨道的全过程。社群班的案例生动地展现了群体发展过程中经历的形成、动荡、规范、执行和中止五个阶段，同时介绍了每个阶段的特征及其承接关系。结合案例分析、讲解利益群体与工作团队的主要区别，提出影响利益群体发展的四种关键因素。本社群班的发展案例，有助于学员掌握利益群体管理的普适规律，提升其在非正式群体情境下的沟通与冲突管理能力。

本案例刻画了健之佳集团的人力资源管理实践，关注其在人力资源管理方面的重大举措，包括招聘、培训、绩效管理、薪酬管理等，同时挖掘企业在不断发展中面临的人力资源管理挑战。案例的目的是帮助学生了解最新的人力资源管理理论，并培养他们的分析与理论应用能力，以便更好地理解和解决人力资源管理问题。案例中涉及的问题包括健之佳集团在二十多年的发展历程中如何逐渐形成了一套制度化的、有亮点的人力资源管理体系，以及该体系的具体特点。此外，案例还探讨了企业在高速扩张的过程中如何建立和优化人力资源管理体系，以确保人力资源管理的有效性，满足业务发展的需求。

浙江米奥兰特商务会展股份有限公司（简称：米奥会展）成立于2010年，以“打造全球领先的数字展览公司，树立中国一流的民族展览品牌”为愿景，聚焦于中国展览品牌国际化平台建设。凭借多年的海外市场运营经验，积累的各行业资源服务中国企业超过20万家次，帮助中国制造对接全球市场。其业务遍及18个国际市场，尤其覆盖一带一路、RCEP及大中华地区。2019年米奥会展在深交所创业板挂牌，成为"中国会展第一股"。二十余年跌宕起伏，在创始人之一方欢胜的带领下，米奥会展两次破釜沉舟，主营业务经历了由代理展到自办展，由线下展到“双线双展”的转变，克服了疫情对会展业的冲击。根据2023年半年报披露，米奥会展营收同比增长270.55%。而在此大好形势下，米奥会展再次宣布转型，将原有的自办综合展全部重组为专业展，这对企业的办展能力提出了更高的要求。因此，如何应对快速转型带来的挑战、打造米奥会展的可持续发展的核心竞争力，是目前米奥会展亟待解决的问题。

近十年来，随着电商的快速发展，消费者对物流的时效性要求越来越高，这也对企业的仓储网络的规划布局提出了更高要求。安得物流在物流模式变革及统仓统配的背景下，为促进降本增效，亟需明确仓库功能定位，优化现有仓网结构。但是，仓网规划问题涉及因素较多，问题规模庞大，并且一个可执行的规划方案必须考虑运作层面的种种业务规则。本案例讲解了安得物流业务部门和算法中心的同事们合作研发仓网规划智能算法的过程，详细展开了团队在需求调研、算法架构设计、数据准备、测试迭代等关键环节的决策流程。最终研发的算法能够输出科学有效的仓网规划方案，并且有较好的可拓展性及维护性，便于适应多样化的业务需求。

近十年来，随着我国电商产业的快速发展，如何对电商仓库开展高效管理成为了行业关心的热点话题，也对企业的仓内储位和拣选优化的方法提出了更高的要求。安得智联在物流模式变革及统仓统配的背景下，为促进降本增效，亟需采用相关的智能算法对于目前以人决策为主的仓储作业模式进行变革。本案例旨在研究如何通过算法对仓库内各货品的位置进行分配以及对日常订单进行波次划分，并评估智能化决策的效果。在此背景下，算法团队结合仓库运作层面的各类业务规则，设计了数据分析算法和运作优化算法，实现了针对性的优化。

ZOLOZ, a biometrics platform within the Chinese technology provider Ant Group, served more than one hundred million overseas users with its advanced biometrics identification technology. In 2018, ZOLOZ’s general manager was appointed to promote the company’s facial recognition technology overseas, extending the company’s global ambitions. ZOLOZ aimed to not only increase its user base but also promote the growth of electronic Know Your Customer (e-KYC) processes. The company successfully expanded to the Philippines and planned to enter other Southeast Asian countries, helping users open accounts remotely. ZOLOZ’s general manager needed to decide how it could continue to expand the use of facial recognition technology to the rest of Southeast Asia.

The president of Siyuan Energy (Siyuan) faced the long-standing problem of a very high rate of top management turnover. By 2019, Siyuan had grown to five hundred employees and ¥170 million in revenue; however, over the past decade, the turnover rate of executives had grown dramatically. Few of the externally hired executives lasted even a year, and now a number of long-time internal executives were also leaving. Morale was declining at the same time that the company was facing growing competition. Action was required to address the problem, but analysis was first needed to understand whether such high turnover was due to systems or leadership, or both.

James Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved outstanding business growth under the leadership of Sun and Ma, respectively. Han needed to evaluate their capabilities and decide who was a better fit for the target market and the local team in Saudi Arabia, while also taking into account the cost of replacing them at their respective branches.

Tire-building machinery producer Safe-Run Group (Safe-Run) was a second-tier supplier in the automotive industry. Responding to “green supply chain” initiatives in the industry, including by Safe-Run’s major clients, the company started working on a new environmentally friendly meridian machine. The results of a pilot test led by Zhijun Li, vice-president and head of research and development at Safe-Run, proved very promising both in terms of energy consumption and productivity, yet senior management remained skeptical. In a meeting with Li, senior executives expressed concerns about the higher production costs and the reaction of Safe-Run’s main customers. Li needed to build a better business case for the new machine.