Research On Selecting The Partner Of Dynamic Alliance

With the quick development of economic globalization, marketing internationalization, information and communication technology, more and more enterprises take part in the global competition, and the product enter the international market, at the same time facing the competition of global enterprise. Facing the requirement of customer diversified, individuation need and the product quality, short delivery, it is very difficult for single enterprise to satisfy the customer need under the intense and quick levity circumstance because its resource is limited. Under such circumstance, enterprise must focus on its core competence and put its resource onto the core business in order to strengthen the competitive strength, at the same time outsource the non-core business to other enterprises so as to achieve the competitive strength of supply chain. Dynamic alliance is that enterprise, institute, individual with particular core competence combine non-lasting enterprise combo in order to gain some market opportunity without concerning the ownership. Once the commission is finished, the alliance is dismissed. Dynamic alliance is one kind of enterprise cooperation. It is through the information network communication technology that realize the enterprise cooperation, and breakthrough the restrict of time and space, so the enterprise can use other enterprise resource and core competence in large range in order to seize the market opportunity. The key of dynamic alliance success is the choice of right partner and the profit allocation among its partner. So research on the selecting partner of dynamic alliance is very important.The paper discusses the background and concept about the dynamic alliance firstly. Each partner of dynamic alliance has its particular core competence, so it is necessary for us to identify the partner core competence from qualitative and quantitative aspect. That is the content of the second part of the paper. Firstly we use the qualitative method to identify the partner core competence, then we use the quantitative method to identify the partner core competence on the base, it is called fuzzy clustering. So we can choose the right partner with core competence. The third part of the paper emphases on how to select the partner of dynamic alliance, using a four phases module to select the partner. It is an important problem for the alliance to select partner from somewhere. If without right platform for selecting the partner, the master of the alliance will waste time and energy in selecting the partner. The existence of the manufacturing network offers a quick and convenient platform for us to select right partner. The first phase it uses the rough selection to confirm the range of partner. The second phase it uses the AHP to select the right partner onconsidering the factors that influence the decision. The third phase it uses the DEA to select partner from the candidate. The last phases it uses the portfolio and the multi-object theory to combine the partner. The key factor of dynamic alliance success is the profit allocation and risk share among the partners, that is the content of the four part of the paper. It analyze the risk of dynamic alliance first, then according to the principle of symmetry between the risk and profit, it uses a game module to confirm the profit allocation among partners. It puts emphases on the two kinds of profit allocation module, that is the output share module and fixed payment module. The paper uses a case to illuminate the process of selecting the dynamic alliance partner as the end.