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【正文】 Patterson, 1997。 Kraljic, 1983。 fax: +46317723783.Email address: anndub (A. Dubois).A third reason for which the supply side has e moreinto focus is the enhanced significance of interfaces withother firms (Araujo, Dubois, amp。 Gadde, 1999). Interfaceswith suppliers are crucial not only when it es to technicaldevelopment, but management concepts and techniques suchas justintime (JIT), total quality management (TQM), and‘‘zerodefect principle’’ also have substantial impacts on theway firms operate. Applying these techniques requires theactive involvement of suppliers and affects the costs andbenefits of both buyer and supplier.The enhanced significance of the supply side has madepurchasing a strategic function. The contributions frompurchasing to the strategic development of a pany maybe summarised in two strategic roles: rationalisation anddevelopment (Axelsson amp。 Olsen amp。 Le Sueur amp。Bechtel amp。Ha?kansson, 2001, p. 139). These gains, however, cannot beattained without substantial coordination, adaptation, and interaction, entailing costs. Hence, purchasing strategies basedon low and high involvement, respectively, are assumed tocontribute in different ways to the efficiency of the buyingfirm.Most current purchasing management literature suggests amixture of low and high involvement strategies in relation tosuppliers. Various purchasing portfolio models (., Bensaou, 1999。 Total cost1. IntroductionThe supply side of panies has bee increasinglyimportant over the last few decades. One reason is that thecosts of purchased goods and services represent the majorityof total costs for most panies. This high share isattributable to the ambition of panies to concentratemore of their efforts on a limited part of the total activitystructure of the business networks in which they areinvolved. By outsourcing activities to suppliers, firms areable to specialise their own operations.It is not only the increasing financial impact that makesthe supply side significant. Another more important reason isthe changing nature of the content of buyer – supplierexchange. Over time, outsourcing of manufacturing activities has been followed by outsourcing of design anddevelopment work. To an increasing extent, suppliers arecontributing to the technical development of a pany.This change has been accentuated because of increases in thenumber of different technologies a pany now needs inorder to be able to operate and because of the higher cost ofdeveloping each subsequent generation of technology. Companies today are dependent on knowledge developed andsupplied by other firms.* Tel.: +46317721196。 Ha?kansson, 1984). The development role concerns the purchasing function’s contributionto the technical development of the firm through organisingand managing relationships with suppliers. As regards therationalisation role, Gadde and Ha?kansson (2001) distinguish three main types of roles. The first is related todiscovering what needs to be purchased. The second isrelated to rationalisation of logistics activities and the thirdto rationalisation of administrative routines.To enable the purchasing function to contribute to theseroles, purchasing strategies are needed. According to Gaddeand Ha?kansson (2001), three strategic issues need to beconsidered: (1) make or buy decisions, (2) supply basestructure, and (3) nature of customer – supplier relationships.00198501/03/$ – see front matter D 2003 Elsevier Science Inc. All rights reserved.doi:(03)000105366A. Dubois / Industrial Marketing Management 32 (2003) 365–374In this paper, we concentrate on the rationalisation role andhow it affects and is affected by the supply base structure andthe nature of buyer – supplier relationships.The aim of the paper is thus to discuss how the purchasingstrategy may contribute to the rationalisation role of purchasing. In particular, it focuses on how changes towardshigher levels of involvement in buyer – supplier relationships, in parallel to efforts to reduce the number of suppliers,may impact on the suppliers’ ability to contribute to costrationalisations.The first part of the paper focuses on purchasing strategiesand how they are assumed to contribute to the efficiency ofthe firm. Thereafter, cost rationalisation through supplierrelationships is discussed and Maintenance Repair andOperations (MRO) supplies are introduced as a particularlyplicated purchasing area where there are typically largerationalisation potentials. A case dealing with MRO purchasing is presented in Section 3 and analysed in Section 4.Thereafter, the concluding discussion focuses on how andwhy strategies focused on high involvement with fewsuppliers can and should be successfully pursued. Finally,some managerial implications are addressed focusing on the‘‘total cost concept’’ and the problems and potentials of itsapplication.2. Purchasing strategiesThere are different dimensions in which purchasingstrategies are described. There are also different suggestionsas when to apply different strategies, ., how to distinguishamong situations where they can contribute to the efficiencyof the firm. We focus on two such dimensions: the degree ofinvolvement in individual supplier relationships and thenumber of suppliers (Gadde amp。 Ellram, 1997) suggestdifferentiated purchasing behaviour for different categoriesof products and purchasing situations. Low involvement, orarm’slength relationships, is suggested when the firm’spower or bargaining position permits them to use a pricepressure strategy, while high involvement, and thus somesort of ‘‘partnership,’’ is suggested when interdependence onindividual suppliers cannot be avoided (Dubois amp。 Dale, 1998). Anumber of panies report considerable activitie
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