采購(gòu)管理中的供應(yīng)商關(guān)系管理外文翻譯

采購(gòu)管理中的供應(yīng)商關(guān)系管理 外文翻譯 原文 DeterminingthePurchaseSituation:CornerstoneofSupplierRelationshipManagement MaterialSource:googlescienceAuthor:EviHartmann ThomasRitter Abstract:Purchasinghasmovedtotheagendaofseniormanagementreflectinganincreasingstrategicattentiontobenefitsthatcanbegainedfrommanagementofandcooperation．withsuppliers.Modernpurchasingapproachesreflectthischangingemphasistowardstheimportanceofqualityandinnovativenessofsuppliersasopposedtopurepricenegotiations.However,differentapproachesaresuitablefordifferentpurchasesituations，forthespecificcircumstancesthebuyingfirmisin.Detailedevaluationandanalysisofthepurchasesituationareevenmorecrucialtoacompany’ssustainablesuccesssincenewwaysofinteractingsuchaselectronicmarketplacesaredevelopingfastandchangingthewayfirmsworktogether.Inthispaper,theauthorsstructuredifferentclassificationmodelsofpurchasesituationsbyidentifyingtheunderlyingdimensions.Basedontheliteraturereviewtheauthorshavegroupedtheindicatorsinfourdimensions.Thenbycombiningthesedimensionsanoverallintegratedclassificationmodelisdeveloped.Finally,suggestionsforfutureresearcharediscussed. Introduction Thefieldofpurchasinghasevolvedsignificantlyinthelasttwocenturies.Thegrowingpressureofglobalcompetitionandlessinternalvalue-creationhasledtotherecognitionthatpurchasingisanimportantcontributortoafirm’scompetitiveadvantagebybothacademicsandpractitioners.Anappropriatesourcingstrategycancontributesignificantlytoincreaseprofitability,marketshareandtechnologicalinnovation.Thisincreasedimportanceofpurchasingrelatestodifferentreasonsascost,qualityandtechnology．Becausepurchasecostsaccountonaverageformorethan40%oftotalexpensestheyareclearlyamajorareaforpotentialcostsavings．ThepresentinventionrelatestoasystemandmethodforaCommercialcreditcard.Creditcardsoperatebyhavingtheenablingbuyersandsellersofgoodstotransactwitheachinstitutionissuingthecreditcard,themerchantbank,proother.Moreparticularly,thepresentinventionprovides).Besidescostbenefitspurchasingandsupplymanagementhasamajorimpactonquality.Companieshavetendedtoconcentrateontheircorecompetencieswiththeaimtoincreaseeffectivenessandefficiency(Hamel,Prahalad1995).Theneedtonurturecorecompetenceshasleadtoanincreasedemphasisonoutsourcing(Venkatesan1992).Thisdevelopmentreducedacompany’sinternaladdedvalueintheproductvaluechaintoitscorecompetencesandatthesametimethesupplier’sinfluenceonqualityincreasedtoadominantrole.Afurtherleverforanincreasedimportanceofpurchasingistheextremelyshortlifecycleofnewtechnology.Companiesfocusonhighlycustomizedsuppliesinsteadofpurchasingcommodities.Theyhand-overproductresponsibilityandrisktotheirsupplierstocopewithincreasedproductdevelopmentpressure.Earlyandextensivesupplierinvolvementshortenstheproductdevelopmentprocessandisanimportantsourceofinnovation(vonHippel1988,Bozdogan,Deyst,Hoult,Lucas1998).Thefocusofattentionhasshiftedtothesignificanceofco-operativebuyer-sellerrelationshipsto“enablepurchasingtosupportafirm’sstrategicpositioning”(Harland,Lamming,Cousins1999,p.659).Basedonthesetrendsoneofthemostimportantobjectivesofthepurchasingfunctionisthedevelopmentofasuppliernetwork,sinceafirm’sabilitytoproduceaqualityproductatreasonablecostandintimelymannerismainlyinfluencedbyitssuppliers’capabilities(Hahn,Watts,Kim1990).Firmsconcludethattheywillmorereadilyattainlong-termcostreductionbyformingcloserworkingrelationshipswith“key”suppliers(Harland,Lamming,Cousins1999).Butpartneringingeneralisnotthesolutionforsuccessbecauseofrelatedcosts,highresourceintensityandriskofdependency.Therelationshipsneedtobeadaptedtothespecificpurchasesituation.Dependingondifferentexternalcontingenciestheappropriaterelationshiptypeshouldbedevelopedwithdifferentgovernancestructureandrelationaldesign.Bensaou(1999)showedthatfirms“balanceaportfolioofdifferenttypesofrelationshipsratherthanrelyononetype”whichleadstothekeyquestion:Whichkindofsuppliercooperationneedstobeestablishedinwhichpurchasingsituationtocontributetothesuccessofacompany?Orinotherwords,underwhichcircumstancesshouldafirmtrytoestablisharelationshipwithitssuppliers?Theappropriateanalysisofthepurchasingsituationisevenmoreimportantsincetheestablishmentofelectronicmarketplacesandweb-supportedtrading(Kaplan,Sawhney2000),whichbuildsanewdimensionforpurchasingwithreducedinterpersonalcontactbuttransactionalfocus.Inanutshelle-tradeoffersanevenmoredifferentapproachtodobusinessandassuchthedecisionofhowtointeractwiththesupplierbaseorpartsthereofbecomesmorecritical. Intheliteraturevariousdimensionsforstructuringthepurchasingsituationhavebeendeveloped,althoughanintegratedmodelismissing(Cousins,Spekman2000,M?ller,F?rr?nen2000,Dyer,Fr?hling1999,Cho,Chu1998,Metcalf,Frear1993,Hubmann,Barth1990,Müller1990,Witt1986,Bogaschewsky,Rollberg1999,Baumgarten,Wolff1999,Wildemann1999,Mittner1991,Kraljic1983,Elliott,Glynn2000,Bensaou,1999,Cannon,Homburg,Willauer1998,Olsen,Ellram1997,Krapfel,Salmond,Spekman1991,Lamming,Cousins,Notman1996etc.).Thispapertriestointegrateseveralaspectsbybuildingasystematicandconsistentframework,whichenablesmanagerstoidentifytheappropriatepurchasingstrategydependingonthesituationalcircumstances.Thepaperisorganizedasfollows:Firstly,weprovideanoverviewoftheliteratureonclassificationandportfoliomodelsofsupplierrelationshipsbydevelopingaconceptualframework.Then,basedonthisliteratureclassificationbysynthesizingallaspectsanintegratedclassificationmodelisproposed.Weclosewithanoutlookoffurtherresearchopportunitiesandsomemanagerialimplications. Purchasesituationclassificationdimensions.Inthepastportfoliomodelshavebeensuccessfullyusedforassessingmoreefficientlyacompany’spositioninrespecttoitscurrentposition,theprojectedfutureandthefuturedesiredpositionsinvariousdimensions(Wind,Douglas1981,Ansoff,Leontiades1976,Markowitz,1952).ThepioneeringportfoliotheoryformanagementofequitywasdevelopedbyMarkowitzin1952.Inthefieldofindustrialmarketingandpurchasingrecentlyseveralportfolioshavebeendevelopedforevaluatingcustomerandsupplierrelationshipssincetheearly1980s.Thedifferentapproachescanbestructuredbyfoursegmentationdimensions:product,market,supplierandrelationshipcharacteristics. Withthetermpurchasesituationweconsiderallrelevantforcesandinfluencesrelatedtotheacquisitionofrequiredmaterials,servicesandequipment,whichhaveapotentialimpactonthewaybuyerandsellerworktogether.Thefollowingfourcharacterizationdimensionsunderlinethemagnitudeofvariousaspectsimpactingthissourcingenvironment. Figure1:ABC-AnalysisinChemicalindustry Thisclassificationdifferssupplierswithsignificantspentfromthemassofsupplierswithonlysmallpurchasevolume(Bogaschewsky,Rollberg,1999)andclearlydemonstratesheeconomicimportanceofthesupplier(Baumgarten,Wolff,1999).EspeciallyintheindustrialproductionindustrytheABC-analysisisveryhelpful,sincethereitisacommonsituationthatthemajorityofthepurchasespentiscausedbyonlyfewmaterialcategories(Corsten1996).Anothervolumecharacteristicisnumberofparts,whichisespeciallyimportantindiscreteproduction.Butbesideseconomicvolumeandnumberofpartsthephysicalsizecanalsohaveanimportantbusinessimpact,especiallyforproductswhichneedlargestoragespace.Toreduceinventorycarryingcostforlargeproductsjust-in-timeorderpoliciescouldbeinplace.Thereforesomeauthorsnotonlycategorizethemonetarysourcingspentbutalsonumberofpartsandphysicalvolume(Bogaschewsky,Rollberg,1999). Butpurchasevolumealonecansometimesbemisleading.Thecheapestcomponentis,inthelongrun,notnecessarilytheleastexpensive.Oncethecostofpoorqualityisfactoredinthecheapestmaywellbethemostexpensive(Burt,1989).Decisionsonsourcingstrategiescannotonlybebasedonpurchasevalueorvolume,theperceivedriskhastobeevaluatedincludingitsvariouscomponentsasfinancialrisk,performancerisk,socialriskandothercomponents(Gemünden1985,p.84,85).Thereforesomeresearcherstalkaboutproductandpurchaseimportance(Cannon,Perreault1999,Homburg1999,Olsen,Ellram1997,Homburg1995,Matthyssens,VandenBulte1994,Metcalf,Frear1993,Kraljic1983).OlsenandEllram(1997)detailtheimportancebyeconomicfactorsintermsof“dollarvalueandtheimpactonthecompany’sprofits”(Olsen,Ellram1997,p.103),bycompetencefactors,which“describetheextenttowhichtheitempurchasedispartofthecompany’scorecompetencies”(Olsen,Ellram1997,p.103)andbystrategicimportance.Thecloserthepurchasedproductistothecorecompetenciesofthefirm,thegreateristhestrategicimportanceofthepurchasedgood(Olsen,Ellram1997).Productimportanceas“theextenttowhichaconsumerlinksaproducttosalientenduringorsituationspecificgoals”(Bloch,Richins1983,p.71)isabroaderdefinitionforproductcharacteristics.ForMetcalfandFrear(1993)theproductimportanceisnotaninherentproductcharacteristic,butitsperceptionbythebuyerwillrelatetothe“product’sabilitytosatisfythegoalsofthebuyingfirm”(Metcalf,Frear1993,p.66).Productimportanceisalsoinfluencedbytheriskofthesupplyfortheproductionprocess,ifthedeliveryisdelayed(Mittner1991,p.22).Butnotonlyriskduetodelayshastobeincludedintheproductimportanceevaluation,alsofunctionalandqualitativeaspectsrelatingtoproductperformance,financialfactorsorsocialeffectshavetobefurtherdetailed(Gemünden1985,p.90).Productimportancealsoreferstothepositionofthesupplyinthevaluechainoftheproducingcompany,whichthendeterminesapotentialimpactofshortinnovationandproductcycleofthesupply. Toevaluatetheproductcomplexityandstandardizationanotherproductsegmentationdimensionisthedegreeofproductcustomization(Cannon,Homburg,Willauer1998,Dyer,Cho,Chu1998,Metcalf,Frear1993),whichcanreflectinproductspecification,deliveryagreementsandspecificpaymentschemes.MetcalfandFrear(1993)talkabout“adaptations”,whichoccurwhen“onepartyinarelationshipaltersitsprocessesortheitemexchangedtoaccommodatetheotherparty”(Wilson1995,p.339).Adaptationsdevelopovertimebyimplyingcost.Theycanbegroupedindifferenttypesofadaptationastechnicalknowledge-based,administrative,economicandlegal(Hakansson,Gadde1992,408)andmayincludecustomizingproducts,financialterms,informationsharingroutines,pricinginventorystockingpolicies,deliveryschedulesandproductionprocesses(CannonNarayandas2000,p.412).Theproductspecificationdimensionisfrequentlyusedintheautomotiveindustry,whereonlylimitedsuppliersdeliverhighlycustomizedproductsTheyfallinthe“keiretsu-category”(Dyer,Cho,Chu1998,p.60),withroughly30suppliersofmorethan300.Keiretsusuppliersintheautomotiveindustrydeliverpartsasengineparts,bodypanelsorseats(Dyer,Cho,Chu1998).Thedegreeofcustomizationunderlinesthesupplierwillingnesstoinvestintherelationship.Ontheotherhanditshowsthetrustandcommitment(Morgan,Hunt1994)ofthebuyingcompanytorelyonasinglesource. Thedemandpatterndefinesthecontinuityandageoftherelationship(Bogaschewsky, Rollberg1999,Baumgarten,Wolff1999,Baumgarten,Bodelschwingh1996).Suppliersusethismeasurementasakeyindicatorforplanningtheproduction.AsaresultofderiveddemandFiocca(1982)emphasizestheimportancethat“industrialmarketersmustalwaysbeuptodateaboutthecurrentandprospectivetrends”(p.54). Byreviewingthosefoursubcriteriaofproductcharacteristicstheyarealltooimportanttobeexcluded.Buttheyneedtobeweighteddependingontheirrelevanceaccordingtothespecificcircumstance.Abalancedscorecardapproachcanhelpstosimplifythisevaluationprocess. Marketcharacteristics Forclassifyingasupplierrelationshipnotonlytheproductspecificcharacteristicsare important.Manydifferentmarketaspectsinfluencethepurchasingsituation,althoughtheymaynotbefullyinfluencedbybothpartiesofthepurchasingprocess.Onefrequentlyusedsegmentationdimensionisthesupplyriskdeterminedbyproductionshortages,productavailability,availabilityofalternatives,whichisthe“degreetowhichabuyingfirmhasalternativesourcesofsupplytomeetaneed”(Cannon,Perreault1999,p.444),ontimedelivery,qualityacceptanceorseasonality(Baumgarten,Wolff1999,Orths1999,Wildemann1999,Baumgarten,Bodelschwingh1996,Homburg1995,Hubmann,Barth1990,Müller1990,Witt1986).Wildemann(1999)differentiatesbetween“internalandexternalsupplyrisk”(p.441).Companyexternalrisksareinfluencedbysupplyproblemswithsubstitutes,seasonality,transportlogisticscomplexityanddeliverytime,whereasinternalriskfactorsaresuchasthepossibilityofindoorproduction,availabilityofproductionknow-howandproductandproductioncomplexity(Wildemann1999,Lammingetal.1996). Thesecondmarketcharacteristicbesidessupplyriskisthebuyingpower,eachfirmmustbeabletounderstanditscompetitiveenvironment(Lammingetal.1996,p.176).Fordefiningthebuyingpower,whichdescribesthegovernanceinthepurchasingsituation,severalmarketindicatorshavetobesummarized-suchasindustrygrowthandexitbarriers,numberofcompetitors,thenumberofsuppliersandanunderstandingoftherivalryinthemarket(Porter1996,p.23).Followingtraditionaleconomictheorywhenmanysupplierscompetetosellcomparablegoods,themarketbecomesareadysourceofinformationonpricesandquality(Cannon,Perreault1999),whichstrengthensthepositionofthebuyer.Buttheoppositeoccursifonlylimitedsuppliersareinthemarket,thebuyingcompanyhastocopewiththeuncertaintyanddependence.ThebuyingpowerisfurtherdescribedbyGeckandPetry(1983)withthreecharacteristics:dominantsizeofthebuyingcompanycomparedtothesupplier,marketknowledgeadvantageofthebuyerandtheservicefunctionofthesupplier(“customerisking”(Geck,Petry1983,p.17)).Thegeographicspreadisafurthersub-criteriaofthebuyingpower,whichdefinesthebuyingcompany’sopportunitiesconcerningglobalsourcingstrategies(Monczka,Trent,Handfield1998,Kiedaisch1997).SimilartothebuyingpowerdefinitionCannon,HomburgandWillauer(1998)talkaboutsituationalfactorsasdynamismofpriceandquality. Suppliercharacteristics Suppliercharacteristicsareonlyusedbyafewresearchersforsupplierrelationshipclassification(Elliott,Glynn2000,Wildemann1999,Bensaou1999),whereasmanysupplieraspectshavebeenevaluatedintheliteraturedealingwiththesupplierevaluationandselectionprocess(Monczka,Trent,Handfiel1998,Saunders1997,vanWeele2000,Koppelmann1997,Hartmann1992,Hildebrandt,Koppelmann2000). ThedefinitionofresourcesgoesalongwithHofer,Schendel(1978,p.145),Helfert(1998,p.51-52),Ritter(1998,p.82-83),whoclustertheresourcebaseinfourgroups:financialresources,physicalresources,personnelresourcesandinformationresources(p.82,83).Inbusinessmarketthebuyingcompanydependsinpartontheseresourcesofthesupplier(Fordetal.1999,p.76).Standardperformanceindicatorsasintheannualreportenableadifferentiatedjudgmentforthepurchasingmanagementconcerningfinancialstabilityofthesupplier.Forabetterbasisofpricenegotiationsupplier’smarginsneedtoberecalculatedoratleastestimated(Olsen,Ellram1997).Theresourcepotentialdescribesthesupplierscommercialandfinancialcompetence,butthetechnicalperspectiveisaswellimportant(Olsen,Ellram1997). 譯文 采購(gòu)管理中的供應(yīng)商關(guān)系管理 資料來(lái)源:谷歌學(xué)術(shù)網(wǎng)作者：哈特曼．艾威托馬斯．瑞特 摘要：采購(gòu)已經(jīng)進(jìn)入了高級(jí)管理的議事日程，它反映出了對(duì)利益高度的戰(zhàn)略關(guān)注，這些利益可以從與供應(yīng)商的合作和管理中獲得?，F(xiàn)代的采購(gòu)方式反應(yīng)出了重點(diǎn)已轉(zhuǎn)移到了對(duì)供應(yīng)商的質(zhì)量和創(chuàng)新的重視而不是單純的價(jià)格談判。然而，不同的方式適合于不同的采購(gòu)情況。也就是說(shuō)看采購(gòu)公司所在的具體情況而言。對(duì)采購(gòu)情況的具體評(píng)估和分析甚至對(duì)公司的的可持續(xù)成功更重要。因?yàn)樾碌幕?dòng)方式如電子市場(chǎng)正迅速發(fā)展正改變公司的合作方式。在本文中，作者構(gòu)建了采購(gòu)情況的不同的分類(lèi)模式通過(guò)鑒別根本的一些層面。在文獻(xiàn)綜述的基礎(chǔ)上，作者把指標(biāo)分成四個(gè)層面。接著通過(guò)結(jié)合這些層面一個(gè)全面的整體分類(lèi)模式形成了。最后，對(duì)未來(lái)研究的建議進(jìn)行了討論。 引言 采購(gòu)在過(guò)去的兩個(gè)世紀(jì)得到了顯著的發(fā)展。不斷增長(zhǎng)的全球競(jìng)爭(zhēng)和較少的內(nèi)部?jī)r(jià)值創(chuàng)造力已經(jīng)導(dǎo)致了學(xué)者和從業(yè)人員認(rèn)可了采購(gòu)對(duì)一個(gè)公司的競(jìng)爭(zhēng)優(yōu)勢(shì)是一個(gè)推動(dòng)。一個(gè)合適的采購(gòu)策略能顯著的推進(jìn)盈利能力，市場(chǎng)份額和技術(shù)革新。采購(gòu)的重要性更在于與成本，質(zhì)量和科技等因素相關(guān)。因?yàn)椴少?gòu)成本占有總開(kāi)銷(xiāo)的40%以上，這顯然是一個(gè)潛在的節(jié)約成本的主要領(lǐng)域。包括成本在內(nèi)，采購(gòu)利益和供應(yīng)管理都對(duì)質(zhì)量有影響。公司傾向于集中注意力在核心競(jìng)爭(zhēng)力去實(shí)現(xiàn)提高效率和有效性的目標(biāo)。培育核心競(jìng)爭(zhēng)力的需要導(dǎo)致更加重視外購(gòu)。這種發(fā)展減少了公司產(chǎn)品價(jià)值鏈中附加值在核心競(jìng)爭(zhēng)力的地位，同時(shí)供應(yīng)商對(duì)產(chǎn)品的質(zhì)量占有主導(dǎo)地位。更深層次的講，產(chǎn)品采購(gòu)的重要性的是極其短的新技術(shù)的輪回。公司高度重視定制的產(chǎn)品而不是購(gòu)買(mǎi)商品。他們移交產(chǎn)品的責(zé)任和風(fēng)險(xiǎn)給供應(yīng)商去應(yīng)對(duì)更大的產(chǎn)品發(fā)展壓力。供應(yīng)商早期和廣泛的參與縮短了產(chǎn)品的研發(fā)過(guò)程并且是一個(gè)重要的創(chuàng)新來(lái)源。焦點(diǎn)的注意力已經(jīng)從“合作的買(mǎi)賣(mài)關(guān)系的重要性”轉(zhuǎn)移到“使采購(gòu)來(lái)支持公司的戰(zhàn)略地位?！?在這些趨勢(shì)的基礎(chǔ)上，采購(gòu)職能的一個(gè)重要目標(biāo)是對(duì)供應(yīng)商網(wǎng)絡(luò)的發(fā)展。因?yàn)橐粋€(gè)公司在合理的成本下及時(shí)生產(chǎn)高質(zhì)量產(chǎn)品主要受到供應(yīng)商能力的影響。公司推斷通過(guò)與重點(diǎn)供應(yīng)商形成更親密的工作關(guān)系，他們更容易做到長(zhǎng)期降低成本。但總體的合作并不是成功的解決方案，因?yàn)橄嚓P(guān)的開(kāi)支，高度的資源集中，相互依賴(lài)的風(fēng)險(xiǎn)。這些關(guān)系需要改編成具體的采購(gòu)情況。依據(jù)不同的外部意外事件，合適的關(guān)系形式應(yīng)根據(jù)不同的管理結(jié)構(gòu)和關(guān)系設(shè)計(jì)來(lái)發(fā)展。BENSAOU表明公司平衡不同的類(lèi)型的關(guān)系組合不是依靠一種形式。這也導(dǎo)致了一個(gè)關(guān)鍵問(wèn)題的產(chǎn)生：在哪種采購(gòu)情形下哪一種供應(yīng)關(guān)系需要去建立會(huì)有助于公司？或換句話(huà)說(shuō)，在哪種情形下，一個(gè)公司應(yīng)設(shè)法與供應(yīng)商建立關(guān)系？ 對(duì)采購(gòu)情形進(jìn)行合理的分析，更重要是因?yàn)殡娮邮袌?chǎng)和以網(wǎng)頁(yè)為支撐的交易的建立。這打造了一個(gè)減少人際交往但更注重交易的層面。在電子交易中甚至提供了一個(gè)更加不同的做生意的方式，按此順序如何與供應(yīng)商建立互動(dòng)的決定變得更加重要。 采購(gòu)情形分類(lèi)層面 在過(guò)去的模式已成功的被用來(lái)更有效的評(píng)估一個(gè)公司的位置，關(guān)于其當(dāng)前狀況，預(yù)測(cè)未來(lái)和期待在各層面公司未來(lái)的位置。先前一系列的組合理論被馬科維茨得以發(fā)展。在工業(yè)領(lǐng)域自從20實(shí)際80年代以來(lái)營(yíng)銷(xiāo)和采購(gòu)組合理論也得到發(fā)展，用來(lái)評(píng)估顧客和供應(yīng)商的關(guān)系。不同的采購(gòu)方式可由四個(gè)分割的層面構(gòu)成：產(chǎn)品，市場(chǎng)，供應(yīng)商和關(guān)系特征。 隨著長(zhǎng)期購(gòu)買(mǎi)的