企业采购管理

物资采购管理是企业管理中的一个重要部分。只有对物资采购供应方面进行现代化管理,才可以使公司运作的水平得到进一步的提高,使公司的收益增加。本文探讨了企业物资采购管理中存在的问题和加强管理的措施。     

企业采购管理

物资采购管理是企业管理中的一个重要部分。只有对物资采购供应方面进行现代化管理，才可以使公司运作的水平得到进一步的提高，使公司的收益增加。本文探讨了企业物资采购管理中存在的问题和加强管理的措施。     

物资采购价格管理的创新思考

物资采购是一项复杂而细致的工作,切实做好物资采购价格管理,对于企业的健康发展具有重要的意义.本文首先针对物资采购的特性,阐述了实行物资采购价格管理的必要性.进而针对物资采购价格管理的现状,论述了价格管理在制约制度、适应性等方面存在的问题.最后,审视物资采购价格管理的重要性,针对存在的价格管理问题,从落实供应商队伍的培育、构建物资采购价格信息平等方面,阐述了强化物资采购价格管理的创新举措.本文旨在强化采购价格管理的认识,以强化企业对价格管理工作的创新开展.     

浅谈企业物资采购管理审计

当前,市场经济的发展,企业的利润与企业的生存息息相关.而企业物资采购的成本占企业生产成本的比例往往达到20%-30%以上.因此,控制好物资采购成本,是一个企业增加利润的重要和直接手段之一.开展物资采购管理审计就是为了节约和控制好企业物资采购成本,增加企业的利润点.     

论企业管理中的采购管理工作

随着市场经济的深入发展,市场竞争越来越激烈,采购管理在企业管理中的重要作用也逐步突出出来,企业物资采购就是一个既敏感、复杂,又易出现问题的环节。企业生产经营全过程包括采购、生产和销售三个环节,采购环节主要负责采购生产所需的物资,合理优质的物资采购是企业进行生产经营的前提和基础。物资采购供应工作是企业管理中的重要一环,而价格审核是物资采购管理中的重要一环。     

企业物资采购活动中的会计风险控制

企业进行物资采购是企业进行经营和生产活动的基础,物资采购是重要的企业行为,做好物资采购的会计风险控制和管理是企业提高会计风险预防手段和经营绩效的关键.想要做好企业的物资采购活动,就要开展必要的物资采购活动的风险分析.企业的物资采购活动的会计风险控制,可以保证企业一旦在采购物资时发生损失能够及时、有效解决问题.本文集中分析了物资采购的各种风险,有效期提出解决的建议,期待能对我国企业进行物资采购的会计风险控制提供有效参考.     

煤矿企业物资采购存在问题及管理对策探讨

物资采购管理是企业管理的一个重要组成部分,对企业发展具有很大的影响。煤矿企业在日常运营中需要采购大量的物资及设备零件。本文分析了煤矿企业物资采购中存在的问题,探讨了加强煤矿企业物资采购的管理措施及对策,值得同行业效仿。     

降低企业物资采购成本的措施分析

由于市场经济竞争的不断加剧,目前越来越多的企业已经是认识到了物资采购管理的重要,对于物资采购成本的降低能够使企业节支增效,同时也能够很好的提高企业竞争力的有效途径,在物资采购的过程中其核心内容就是价格,并且价格的高低将会直接的影响到企业经营的质量。所以,必须要对采购的管理进行不断的加强,以此来提高企业的经济效益,本文主要介绍的就是对企业物资采购成本进行有效的分析,并且提出了有效的解决措施。     

浅析煤矿企业公司的物资采购管理

物资采购管理是企业管理的一个重要组成部分，物资采购对企业发展具有很大的影响。该文关注于供应链管理和采购战略管理思想在企业采购中的应用，提出了物资需求计划管理的的改进方法。     

小议现代企业物资管理

物资管理是企业生产经营管理中重要的组成部分,对降低企业的产品成本、提高产品质量、加强资金周转等方面起着重要的作用,是企业发展壮大的重要保证.因此,明确物资管理的任务,加强物资管理,尤其是加强采购和仓储过程的管理是非常重要的.     

浅谈供电企业配电网供电可靠性

本文阐述了供电企业配电网可靠性概述,分析了影响配电网可靠性的因素,介绍了配电网供电可靠性的重要性,提出了提高供电企业配电网可靠性的措施.     

Understanding supply chain improvement

This article sets out to explore one particular aspect of partnership sourcing: how suppliers cope with the demands of multiple customers, each of whom has a different style of partnership. The article begins by describing the rationale behind the move to customer-supplier partnership. It then moves on to present and discuss a case study of how one supplier transformed itself to cope with the competitive pressures of the modern business environment and, in so doing, developed the ability to deal effectively with the differing purchasing styles and needs of its customers. The article then proposes three complementary models of supply chain improvement which, taken together, allow for a more differentiated analysis of the phenomenon, and provide a more robust basis for theoretical development. The article concludes that those suppliers who seek/achieve world class status are not only in a position to accomodate the differing approaches of their customers but can also, to a limited extent, choose which customers to supply.     

Green light for greener supply

The supply chain management function is currently undergoing a dramatic change: it is adopting an increasingly strategic role. However, this growing financial importance is matched in only a handful of exemplary companies by a greater contribution to environmental protection initiatives in the supply chain. This paper explores some of the obstacles to greater supply chain management involvement in environmental protection and offers suggestions for greener supply. At a personal level, the gap between public opinion on the environment and managerial values needs to be closed, and the support offered by management education and by professional bodies needs to be improved. Within the organisation, the reward structure for supply chain managers needs to move away from narrow economic criteria. Greener supply would also benefit from a larger supply chain management role in corporate strategy making; the function could even be offered a seat on the Board of Management. Changes to the mode of supply chain management, including improvements to the information flow on environmental issues, the decision–making tools used in the face of complex environmental challenges and novel approaches to supply chain management need to receive urgent attention.     

Four supply chain management systems: From supply chain strategies to human resource management

This article develops a conceptual model that supports and aligns supply chain strategies with organizational culture and leadership styles. We examine various supply chain theories and organizational behavior concepts to develop an integrated supply chain: the human factor model. Based on the underlying dimensions of environmental uncertainty and product complexity, we propose a 2x2 typology to identify four different supply chain systems that can be used by organization leaders to identify suitable supply chain strategies and compatible people management practices. We provide a useful and practical framework to analyze the alignment between the external environment and the internal organization of a supply chain system.     

Negotiating a supply contract in China. Case comment: Negotiating a supply contract in China

This case highlights the challenges inherent in strategy implementation in the Brazil, Russia, India, and China (BRIC) context, especially the impact of cultural context on the negotiation process. It also illustrates the role that multiple providers within a global supply chain can play in strengthening a negotiator's hand. The accompanying commentary from Robert Nudelman, an executive with extensive business development experience in Asia, offers suggestions for companies contemplating market entry into China, including the importance of having the right people involved in a negotiation. He also emphasizes the importance of prenegotiation planning to the outcome of the negotiation. © 2008 Wiley Periodicals, Inc.     

卡夫公司的物流与供应链策略分析

引言 在市场竞争愈演愈烈的当今社会,如何降低成本、提高效率对任何一家企业来说都显得尤为重要.事实上,随着价格战的持续,很多企业发现自身残存的可降低的产品成本空间已经很小了.于是很多企业将注意力转向生产成本的降低,物流与供应链管理应运而生.根据大卫·辛奇-利维在<供应链设计与管理>[1]一书中提出的概念,供应链管理就是指"对整个供应链系统进行计划、协调、操作、控制和优化的各种活动和过程",其目标是要将顾客所需的"正确的产品(Right Product)能够在正确的时间(Right Time)、按照正确的数量(Right Quantity)、正确的质量(Right Quality)和正确的状态(Right Status)送到正确的地点(Right Place)",并使总成本达到最佳化.