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苏靖贻 《中国商界:上半月》2024,(2):72-74
<正>随着市场竞争的不断加剧,各企业也在加快建立与供应商的战略合作伙伴关系,以共同分享市场带来的利益。在这种新的形势下,选择供应商变得尤为重要。然而,许多企业在选择供应商时往往只考虑一个因素而忽视了其他因素对选择结果的影响。事实上,企业选择供应商的原因有很多,如企业希望获得最优价格、最好质量、最快交货以及最好的服务等。因此,从战略高度上将供应商评价纳入企业整体评价体系中,以保证对供应商进行客观、公正评价,对企业选择合适的供应商起着重要的作用。 相似文献
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控制采购成本对一个企业的经营业绩至关重要。了解采购成本结构的基本要素和进行价格及采购成本分析是降低产品成本的有效途径之一。供应商是影响企业运作的最直接因素,也是保证企业产品质量、价格、交货期的关键因素。供应商的选择是采购决策的一项重要内容,在采购流程中选择合理的供应商具有战略性意义。采购成本分析和供应商的选择是控制好采购成本并使之不断下降,是一个企业不断增加利润的重要和直接手段。 相似文献
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本文针对通讯行业特点并结合自身企业实际,讨论了在全球市场环境下中国供应商开发在企业战略中的重要作用,结合采购的杠杆实践,提出了适合行业及企业特点的供应商开发策略,该策略提供了业内具有普遍意义的路线图。1:供应商选择2:供应商分类3:供应商分析和评价4:供应商分级5:构建供应商库。体现了供应商开发的策略和基本思路。 相似文献
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企业要想在激烈的市场竞争中生存就必须和其他企业合作,实现共赢。要实现共赢,供应商的选择是非常重要的,在供应商数量较多,供应商各有优势的前提下,应制定供应商的选择标准确定供应商及供应商的数量。 相似文献
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供应商的选择是企业供应商管理的重要内容。该文将供应商运用80/20原则分为重点供应商与普通供应商,认为企业在选择重点供应商与普通供应商时考虑的因素是不一样的,其选择方法也应不同。在此基础上,该文提出企业在选择一部分普通供应商时可选用简单易行的AHP分析法,而选择重点供应商时因其考虑因素较多,则可用作业成本法进行选择,并分别论述了其选择过程。 相似文献
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梁宁 《中国商贸:销售与市场营销培训》2014,(12):20-21
品类管理已成为连锁超市提升竞争力的重要方式,选择高品质的供应商并且建立一种互信关系才能在竞争中立于不败之地。本文在供应商选择的理论基础上,利用综合层次分析法,并结合品类管理的特点分析了供应商选择的指标,以期为连锁企业更好地进行供应商选择评估提供一定的理论支持和现实参考。 相似文献
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在市场竞争日益激烈的今天,供应商的选择对于企业而言显得越来越重要,如何结合企业自身的情况,以成本最小和利益最大为目标,在现有的供应商中选出最佳的供应商,层次分析法为供应商的选择提供了一种科学依据和方法。层次分析法用于多属性多目标的决策中,并结合了定性与定量分析,根据供应商决策所要考虑的因素建立层次模型,在根据对属性的评价列出成对比较矩阵,将复杂的决策模型简单化,最后得到不同供应商的权值,选出权值最高的供应商即为最优的供应商。 相似文献
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供应链管理可以分为功能内的协调、功能间的协调和组织间的协调三个维度。采购在供应链中起着十分重要的作用。通过采购价值链的分析可以帮助企业降低成本并获利;采购价值链包括制定年度计划、定义需求、拟定采购策略、评估并选择供货商、取得原料以及管理与供货商的关系等环节。 相似文献
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在人力资源外包过程中选择最佳的人力资源外包供应商作为合作伙伴,对企业成功实施人力资源外包有着决定性影响。本文引入递阶多层次灰色评价法以及熵技术,在评价指标体系的基础上结合专家打分,进行外包供应商的灰色评价与选择,为企业正确评价选择外包供应商提供了一种科学有效的方法。 相似文献
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Tommy Gärling Amelie Gamble Erlendur Asgeir Juliusson 《International Journal of Consumer Studies》2008,32(6):613-618
Consumers in the deregulated Swedish electricity market do not switch from their incumbent supplier to the extent that would be economically beneficial. To examine potential causes for this switching inertia, a mail survey was administered to 540 Swedish electricity consumers who were randomly assigned to four experimental conditions and a control condition. Survey participants in the experimental conditions first made a choice of a supplier; then, they made choices between this alternative (their ‘incumbent supplier’) and other alternatives that differed from the incumbent supplier on price, quality of information, market share and availability of ‘green’ electricity. The results showed that lower price, higher quality of information, medium–large market share, and availability of green electricity increased switching to the alternatives to the incumbent supplier. A remaining general preference for choosing the incumbent supplier was reduced by instructions that removed feelings of loyalty and informed about the economic benefits of switching for all consumers. 相似文献
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零售企业的物流模式及其影响因素研究 总被引:7,自引:0,他引:7
本文以零售企业的物流活动作为研究对象,通过实地走访调查和案例分析,研究了零售企业在中国目前条件下所采用的物流模式,以及影响零售企业选择物流模式的主要因素。调查与分析结果显示:第一,在目前的零售物流中,供应商主导的物流模式占居主导地位,而其中又以M12(供应商→零售商→消费者)最为普遍;第二,被调查的大部分零售企业使用了两种以上的物流模式,其中一种是主要的,其他则是辅助的;第三,即使采用相同的物流模式,各个企业的具体操作方法也有很多不同。第四,一些因素(如供应商的规模与实力、物流成本、产品特点和环境条件)被普遍认为对零售企业选择物流模式有影响,而另外一些因素(如零售企业的规模和实力、物流对零售企业成功的影响程度、零售企业的经营组织形式和业态等)则只被个别企业认为对其选择物流模式有影响。本文最后对这些结果的意义进行了讨论。 相似文献
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《Business Horizons》2023,66(1):101-107
Greening suppliers, or cultivating environmental responsibility throughout the supply chain, has become an important strategic issue for firms. While various approaches exist, green supplier development—that is, helping and collaborating with your suppliers to reduce their negative environmental impact—is a key method that can produce significant gains for both parties at multiple levels. Yet the benefits have not been sufficiently discussed and may therefore appear nebulous for managers. Focusing particularly on “What’s in it for you, the buyer?” this article describes benefits at the intrafirm, interfirm, and market levels. Barriers to the realization of the benefits are also discussed, providing managerial guidance on supplier prioritization for green supplier development. 相似文献
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《Journal of Marketing Channels》2013,20(2):99-129
Abstract The aim of this study has been to analyze important aspects of buying behavior of food retailers, i.e., trade buyers' evaluation of product and vendor attributes, based on a number of background variables, when choosing a new supplier of an already well-known product category. The study encompassed the retailers' buying behavior for pork, fish and cheese products. By conducting a conjoint analysis in sixteen Western European countries (15 'old' EU Countries (except Luxemburg), plus Norway and Austria), it is demonstrated that the traditional four Ps are losing ground to some previously neglected attributes, and that it is possible to generalise retailers' buying behavior for different food products across countries, retail organizations, and buyers. 相似文献
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When buyers provide incentives for suppliers to deliver just-in-time, suppliers can respond by choosing to hold additional inventory, reducing the variance of flow time to facilitate just-in-time production, or both. A model characterizing the supplier's optimal response to incentives for JIT delivery is presented. The model shows a situation where the optimal action of the supplier is to hold more inventory. When incentives for on-time delivery are increased, the supplier responds by decreasing the variance of flow time and by increasing the lead time allowance. However, the lead time allowance increases more quickly than the variance is reduced, resulting. in a net increase in the amount of inventory that must be held by the supplier. The result is that inventory is pushed upstream. This paper does not suggest that inventory is always pushed upstream in JIT purchasing. Rather, it provides a counter-example to those who presume that holding more inventory is always a non-optimal response to buyer's requests for JIT delivery. 相似文献
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《International Business Review》2000,9(2):191-210
A supplier's development of a foreign market can be better understood when examined in the context of bridgehead business relationships between a supplier and a foreign customer. In addition to intrarelationship factors, the network of business relationships connected with a supplier and its foreign customer is also important in understanding the supplier's bridgehead relationships. The results from a LISREL analysis of 142 international business relationships show that the supplier's bridgehead relationships are conditioned by the personal relations with the foreign customer. The supplier's bridgehead relationships are also dependent on mutual commercial dependence between the supplier and the foreign customer. The results show that the supplier views the foreign customer as a conduit for foreign market development and will commit itself to the business relationship for this reason. A further finding is that the network of business relations connected with a supplier and its foreign customer constitutes an important setting for the supplier's bridgehead relationships. 相似文献