基于信用评估的供应商关系管理

供应商关系管理是供应链条件下现代采购管理的核心内容,对采购效率和效益的提高具有重要意义。本文从企业信用角度,探讨采购方如何通过评估、监督和激励来规范供应商的信用行为,改善采购的信用环境,从而建立与供应商健康和稳定发展的合作关系,实现科学高效的供应商关系管理。     

企业供应链环境下的供应商有效管理

在供应链环境下如何对供应商进行管理,如何建立一种有效的战略合作关系,是有效提高物资采购效率和采购成本的重要途径之一,文章从企业与供应商之间的合作关系、企业互动和企业文化交流等几种途径,介绍了供应商管理机制的特点和应用。     

供应链采购管理研究

采购是整个供应链的关键环节,只有充分做好采购管理,才能最大限度发挥供应链采购的能效。供应链采购与传统采购在信息、库存、验收等方面存在差别,供应链采购简化了业务流程,节约了时间并降低了成本。从批次采购到准时制采购,从采购管理到外部资源管理,从按库存采购到按订单采购,传统采购已向供应链采购发生了巨大转变。现代企业可通过建立合理的采购流程、专业化采购分类、完善的培训制度以及采购权力约束制度实行供应链采购,并应在采购管理中注重建立员工内部激励机制,对新产品进行预先试点运行,规避采购风险,加强供应商体系管理。     

浅谈核电环境下的供应商管理

供应商管理,是在新的物流与采购形势下,提出的管理机制。供应商管理主要包括供应商的选择和评价,供应商交期管理,供应商绩效评估,供应商风险管控,供应商关系管理等几个方面。从上述几个方面浅谈在核电环境下对于供应商管理的应用,以达到优化供应链结构,推动供应商建议合作关系,提高供应商积极性的效果。     

阳光下的采购

在供应链管理环境下．企业与供应商的关系是一种战略合作关系。要有效地实施采购策略，充分发挥供应商的作用就显得非常重要．但由于竞争的日益加剧使得企业采购部门不得不时刻注重降低成本。而降低成本的重要途径之一就是要建立一套合理有效的供应商评估与选择策略。     

基于协同商务的供应链采购管理

供应链管理已经成为当今研究的热点问题。采购管理作为供应链管理的重点内容之一,在供应链管理的环境下将由库存采购向以订单驱动方式进行。协同采购是在供应链环境下产生的一种新型的采购模式,以电子商务等现代信息技术为支撑。本文在对协同商务理论阐述的基础上,重点分析了基于协同商务的供应链采购管理,并进一步探讨实现协同采购管理的关键因素。     

浅议绿色供应链模式下的采购管理

本文从绿色供应链模式下的采购管理目标出发,论述了企业在采购管理过程中,按照绿色供应链体系的要求,提出绿色供应链采购管理模型.并论述建立以合作各方充分信息的交流为基础,制定企业科学的采购战略、合理的采购标准、可行的绩效评价体系和改进措施,不断发展与绿色供应商的战略合作伙伴关系,并以现代信息技术和物流技术等管理手段为支持,以环境因素为关注重点的绿色供应链模式下的采购管理实施.     

论战略采购的重要性

采购是企业运营过程中的重要环节,对企业的日常发展和经营有着深刻的影响。科学合理且基于实际情况的采购管理能够适当降低成本,并提升企业的综合竞争力。为了进一步适应采购管理的基本需求,强化采购管理模式已经成为重要的环节。当前采购管理效率提升不但离不开企业与供应商之间的竞争合作效率,同时对于企业与供应商的关系也提出了更高的要求。以企业最低总成本建立业务供给渠道的过程,以"双赢"采购为宗旨,注重发展与供应商长期合作关系的战略采购模式应运而生。     

管理会计与供应链管理之间的关系

管理会计与供应链管理具有十分密切的关系,供应链管理的很多项重要工作需要在管理会计的理念下加以开展。在这种背景下,本文首先对供应链管理与管理会计的关系进行了概述,进而从采购与库存两大供应链管理工作入手,分析了两者与管理会计理念之间的关系。     

JIT采购在零售连锁企业的应用策略分析

目前,我国零售连锁企业采购的目标仍旧是为了补充库存。以联华超市为例,采购方与供应商是相互对立的关系,对产品质量、交货期控制难度大。JIT采购在零售连锁企业的应用策略是:成立JIT采购小组并进行相关技能的培训;对公司采购的商品分类管理;选择合适的供应商;培养和加强长期合作伙伴关系;优化连锁经营模式,重视配送中心建设,以期能够增强供应链的整体竞争力和全球竞争力。     

采购战略管理如何提升国家与企业绩效

本文认为,采购管理是指需要采购的企业与供应商或供应市场之间的关系管理,对于企业和国家经济发展具有非常重要的作用,是国家和企业增强绩效的一种手段。加强采购管理,可以在企业与政府之间建立适当的合作模式,确保采购开支合理化,优化企业采购目标与金额,保证供货商提供最优质服务,提高市场分配决策过程的透明度,使客户与供应商在平等、公正的基础上进行合作,更好地表达企业或政府组织的需求及利益。文章提出,充分发挥采购职能,必须建立强有力的采购组织机构,提高采购部门级别;招聘专业的采购人员,提高采购人员的执行力;制定现代化和国际化的采购方法与流程;实施有效的采购战略等。     

供应链环境下电子采购管理浅析

当今商务环境中的激烈竞争和市场不确定性的增加为企业带来了越来越大的压力。企业纷纷转向战略供应管理,加强与供应链上、下游企业的合作,改善与供应商的关系,使供应链流程自动化以降低成本、缩短采购提前期,最终赢得市场竞争优势。电子采购则是企业实现上述运营目标的关键管理模式。本文简要论述了基于供应链管理思想的电子采购的基本内涵及实施必要性,并提出了实施电子采购的基本理论模型。     

Environmental purchasing: a framework for theory development

This paper examines environmental research in the supply chain management literature in order to establish a framework for current and future development of environmental purchasing theory. As the purchasing function takes on a more strategic role in forming trading partnerships with others in their supply chains, it is in a critical position to influence responses to concerns about the natural environment. Definitions of environmental supply chain management and environmental purchasing are offered and the literature is reviewed. Linkages of environmental purchasing with transaction cost analysis are established and future research is described to enhance the study of purchasing's ability to effect the natural environment.     

国有装备制造企业采购管理模式的探索和实践

采购管理作为企业产供销链条的重要环节,面对经济全球化的挑战,如何科学规划、实现科学创新管理,一直是企业关注的话题.哈尔滨电气集团公司作为一家大型国有装备制造企业,通过多年的探索与实践,努力寻求在国企特有的组织架构基础上,建立一套适合企业发展需要的采购管理模式,持续推进降本增效,不断提升企业的核心竞争力和价值.     

Modelling the Impact of Environmental and Organizational Determinants on Green Supply Chain Innovation and Performance

Both customers and suppliers are becoming increasingly concerned about environmental issues in modern food chains. A firm’s decision to implement green supply chain management is based on the social objectives of the firm and its management, its desire to pursue corporate social responsibility, its relationships with channel partners, and environmental determinants such as government legislation. The speed at which green supply chain management is implemented within an organization depends on its agility and its ability to facilitate innovation. Innovation may take the form of new product development or new process development, including the introduction of environmental management systems and total quality management in both production and purchasing. This article presents a conceptual model to explain how the various theoretical constructs are related and how innovation effects green supply chain management and performance.     

供应链中准时化采购的风险分析与控制策略

从供应链中的企业角度,分析了供应链中实施准时化采购所面临的风险,并在此基础上,提出了若干风险控制策略,为企业能够在供应链中有效实施准时化采购提供了依据。     

The Moderating Role of Strategic Integration in Performance Improvement Through Purchasing Social Responsibility in Thailand

This research aims to understand the performance of purchasing social responsibility (PSR) through moderating effect of purchasing strategic integration. The results show that PSR directly influences purchasing performance, while the relationship between PSR and purchasing performance is partially mediated by organizational learning. Moreover, strategic integration negatively moderates the relationship between PSR and purchasing performance. This study suggests that the adoption of PSR affects the operations of both buyers and suppliers in a supply chain that further encourage organizational learning and increases purchasing efficiency. The results also show that organizations may realize this effect of PSR practices but may focus on other purchasing practices, which affects purchasing performance. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Innovation sourcing excellence: Three purchasing capabilities for success

Innovation sourcing has become more critical across many industries. As global value chains have become more fragmented, change and opportunity comes from all sides. As a result, companies need to excel at capturing innovation opportunities with existing and potential supply chain members. This article describes a simple framework with three essential innovation sourcing capabilities needed to excel in purchasing: (1) Purchasing needs to explore unmet needs and anticipate future competitive advantages by working closely with other functions and clients; (2) it needs to explore external opportunities beyond first-tier suppliers; and (3) it needs to involve suppliers in innovation projects that consistently deliver results over time. Our framework has been developed based on a combined qualitative and quantitative research methodology that takes into account practices and results at the purchasing and company levels. The framework will help C-level managers and purchasing teams benchmark their progress in innovation sourcing and understand what steps need to be taken to achieve excellence.     

International Comparisons of Supply Chain Management in Grocery Retailing

This paper discusses a neglected area of international retailing research, namely an international comparison of supply chain management practices. The focus of this research is on the grocery industry sector and the comparative analysis is between US retailers and their counterparts in parts of Europe. The research shows that the logistical environment differs markedly between and even within countries. The amount of stock held in the grocery supply chain varies from over 100 days in the US to 29 days in the UK. The main reasons for these differences can be attributed to the intensity of price competition, conflict rather than collaboration between suppliers and retailers, commodity purchasing and holding of promotional stock and the varying rates of adoption of information technology, especially EDI usage. No two countries are the same, however; and range of factors such as geography and distribution ‘culture’ will require the international rnarketeer to assess all these factors in developing a logistics strategy for different country markets.