当代财经 ›› 2024, Vol. 0 ›› Issue (3): 139-152.

• 现代会计 • 上一篇    下一篇

大客户“兼任”供应商与企业供应链韧性

郭春, 罗劲博   

  1. 兰州大学 管理学院,甘肃 兰州 730000
  • 收稿日期:2023-08-22 修回日期:2023-11-30 出版日期:2024-03-15 发布日期:2024-03-04
  • 通讯作者: 罗劲博,兰州大学教授,博士生导师,博士,主要从事资本市场会计与公司金融研究,联系方式luojb@lzu.edu.cn。
  • 作者简介:郭春,兰州大学博士研究生,主要从事公司财务与公司治理研究。
  • 基金资助:
    国家社会科学基金一般项目“注册制改革对企业收入分配影响的机理、作用路径及协同治理研究”(23BGL095); 甘肃省软科学项目(公开征集类)“‘双碳’目标下企业绿色创新的供应链溢出效应研究”(23JRZA374); 中央高校基本科研业务费专项资金资助项目“供应链风险效应抑或整合效应:大客户‘兼任’供应商与企业融资约束”(2023lzujbkyxs021)

Major Customers-Suppliers Duality and Enterprise Supply Chain Resilience

GUO Chun, LUO Jing-bo   

  1. Lanzhou University, Lanzhou 730000, China
  • Received:2023-08-22 Revised:2023-11-30 Online:2024-03-15 Published:2024-03-04

摘要: 通常,企业的大客户和供应商是两个独立的个体,但如果大客户“兼任”供应商,会对企业的供应链韧性产生何种影响?以2009—2021年我国A股上市企业为样本,探究了大客户“兼任”供应商对企业供应链韧性的影响及其作用机制。研究发现,大客户“兼任”供应商会显著降低企业的供应链韧性,且媒体消极报道会加剧这种降低作用,但商业信用供给和有效的内部控制会弱化这种降低作用。机制分析表明,由于大客户“兼任”供应商更方便企业进行关联交易,更会助长企业的盈余管理行为,因此大客户“兼任”供应商更会降低企业的供应链韧性。经济后果分析发现,由于大客户“兼任”供应商会降低企业的供应链韧性,因此大客户“兼任”供应商会增加企业的财务困境、降低企业的市场价值和提高企业被出具非标准审计意见的可能。为此,要加强对大客户“兼任”供应商的监管,以抑制“兼任”供应商的大客户的机会主义行为。

关键词: 大客户“兼任”供应商, 供应链韧性, 供应链风险

Abstract: In general, the major customers and suppliers of enterprises are regarded as two independent entities, however, what impact will it have on the resilience of a company’s supply chain if a major customer also serves as a supplier? Taking China’s A-share listed firms from 2009 to 2021 as samples, this paper explores the impact and mechanism of the major customer also serving as a supplier on firms’ supply chain resilience. The findings show that the major customer also serving as a supplier can significantly reduce the supply chain resilience, and the negative media coverage will exacerbate this effect, while trade credit supply and effective internal control can mitigate this damaging effect. The mechanism analysis reveals that due to the fact that it is more convenient for enterprises to engage in related party transactions and promote their earnings management behavior, serving as a supplier by a major customer can further reduce the resilience of the enterprise’s supply chain. The analysis of economic consequences shows that due to the fact that serving as a supplier by a major customer can reduce the resilience of a company’s supply chain, serving as a supplier by a major customer can increase the company’s financial difficulties, reduce its market value, and increase the likelihood of receiving non-standard audit opinions. To this end, it is necessary to strengthen the supervision of the major customers who also serve as suppliers, so as to curb the opportunistic behaviors of the major customers who also serve as suppliers.

Key words: major customers-suppliers duality, supply chain resilience, supply chain risks

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