采購管理中的供應商關系管理【外文翻譯】_第1頁
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1、外文翻譯原文DeterminingthePurchaseSituation:CnerstoneofSupplierRelationshipManagementMaterialSource:googlescienceAuth:EviHartmannThomasRitterAbstract:Purchasinghasmovedtotheagendaofsenimanagementreflectinganincreasingstrategic

2、attentiontobenefitsthatcanbegainedfrommanagementofcooperationwithsuppliers.Modernpurchasingapproachesreflectthischangingemphasistowardstheimptanceofqualityinnovativenessofsuppliersasopposedtopurepricenegotiations.However

3、differentapproachesaresuitablefdifferentpurchasesituations，fthespecificcircumstancesthebuyingfirmisin.Detailedevaluationanalysisofthepurchasesituationareevenmecrucialtoacompany’ssustainablesuccesssincenewwaysofinteractin

4、gsuchaselectronicmarketplacesaredevelopingfastchangingthewayfirmswktogether.Inthispapertheauthsstructuredifferentclassificationmodelsofpurchasesituationsbyidentifyingtheunderlyingdimensions.Basedontheliteraturereviewthea

5、uthshavegroupedtheindicatsinfourdimensions.Thenbycombiningthesedimensionsanoverallintegratedclassificationmodelisdeveloped.Finallysuggestionsffutureresearcharediscussed.IntroductionThefieldofpurchasinghasevolvedsignifica

6、ntlyinthelasttwocenturies.Thegrowingpressureofglobalcompetitionlessinternalvaluecreationhasledtotherecognitionthatpurchasingisanimptantcontributtoafirm’scompetitiveadvantagebybothacademicspractitioners.Anappropriatesourc

7、ingstrategycancontributesignificantlytoincreaseprofitabilitymarketsharetechnologicalinnovation.ThisincreasedimptanceofpurchasingrelatestodifferentreasonsascostqualitytechnologyBecausepurchasecostsaccountonaveragefmethan4

8、0%oftotalexpensestheyareclearlyamajareafpotentialcostsavingsThepresentinventionrelatestoasystemmethodfaCommercialcreditcard.Creditcardsoperatebyhavingtheenablingbuyerssellersofgoodstotransactwitheachinstitutionissuingthe

9、creditcardthemerchantbankproother.Memedifferentapproachtodobusinessassuchthedecisionofhowtointeractwiththesupplierbasepartsthereofbecomesmecritical.Intheliteraturevariousdimensionsfstructuringthepurchasingsituationhavebe

10、endevelopedalthoughanintegratedmodelismissing(CousinsSpekman2000MllerFrrnen2000DyerFrhling1999ChoChu1998MetcalfFrear1993HubmannBarth1990Mller1990Witt1986BoghewskyRollberg1999BaumgartenWolff1999Wildemann1999Mittner1991Kra

11、ljic1983ElliottGlynn2000Bensaou1999CannonHomburgWillauer1998OlsenEllram1997KrapfelSalmondSpekman1991LammingCousinsNotman1996etc.).Thispapertriestointegrateseveralaspectsbybuildingasystematicconsistentframewkwhichenablesm

12、anagerstoidentifytheappropriatepurchasingstrategydependingonthesituationalcircumstances.Thepaperisganizedasfollows:Firstlyweprovideanoverviewoftheliteratureonclassificationptfoliomodelsofsupplierrelationshipsbydeveloping

13、aconceptualframewk.Thenbasedonthisliteratureclassificationbysynthesizingallaspectsanintegratedclassificationmodelisproposed.Weclosewithanoutlookoffurtherresearchopptunitiessomemanagerialimplications.Purchasesituationclas

14、sificationdimensions.Inthepastptfoliomodelshavebeensuccessfullyusedfassessingmeefficientlyacompany’spositioninrespecttoitscurrentpositiontheprojectedfuturethefuturedesiredpositionsinvariousdimensions(WindDouglas1981Ansof

15、fLeontiades1976Markowitz1952).ThepioneeringptfoliotheyfmanagementofequitywasdevelopedbyMarkowitzin1952.Inthefieldofindustrialmarketingpurchasingrecentlyseveralptfolioshavebeendevelopedfevaluatingcustomersupplierrelations

16、hipssincetheearly1980s.Thedifferentapproachescanbestructuredbyfoursegmentationdimensions:productmarketsupplierrelationshipacteristics.Withthetermpurchasesituationweconsiderallrelevantfcesinfluencesrelatedtotheacquisition

17、ofrequiredmaterialsservicesequipmentwhichhaveapotentialimpactonthewaybuyersellerwktogether.Thefollowingfouracterizationdimensionsunderlinethemagnitudeofvariousaspectsimpactingthissourcingenvironment.Figure1:ABCAnalysisin

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