采购管理中的供应商关系管理外文翻译可编辑.docx

采购管理中的供应商关系管理外文翻译可编辑.docx

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采购管理中的供应商关系管理外文翻译可编辑

采购管理中的供应商关系管理外文翻译（可编辑）

采购管理中的供应商关系管理外文翻译

外文翻译

原文

DeterminingthePurchaseSituation:

Cornerstoneof

SupplierRelationshipManagement

MaterialSource:

googlescienceAuthor:

EviHartmann

ThomasRitter

Abstract:

Purchasinghasmovedtotheagendaofseniormanagementreflectinganincreasingstrategicattentiontobenefitsthatcanbegainedfrommanagementofandcooperation.withsuppliers.Modernpurchasingapproachesreflectthischangingemphasistowardstheimportanceofqualityandinnovativenessofsuppliersasopposedtopurepricenegotiations.However,differentapproachesaresuitablefordifferentpurchasesituations,forthespecificcircumstancesthebuyingfirmisin.Detailedevaluationandanalysisofthepurchasesituationareevenmorecrucialtoacompany’ssustainablesuccesssincenewwaysofinteractingsuchaselectronicmarketplacesaredevelopingfastandchangingthewayfirmsworktogether.Inthispaper,theauthorsstructuredifferentclassificationmodelsofpurchasesituationsbyidentifyingtheunderlyingdimensions.Basedontheliteraturereviewtheauthorshave

groupedtheindicatorsinfourdimensions.Thenbycombiningthesedimensionsanoverallintegratedclassificationmodelisdeveloped.Finally,suggestionsforfutureresearcharediscussed.

Introduction

Thefieldofpurchasinghasevolvedsignificantlyinthelasttwocenturies.Thegrowingpressureofglobalcompetitionandlessinternalvalue-creationhasledtotherecognitionthatpurchasingisanimportantcontributortoafirm’scompetitiveadvantagebybothacademicsandpractitioners.Anappropriatesourcingstrategycancontributesignificantlytoincreaseprofitability,marketshareandtechnologicalinnovation.Thisincreasedimportanceofpurchasingrelatestodifferentreasonsascost,qualityandtechnology.Becausepurchasecostsaccountonaverageformorethan40%oftotalexpensestheyareclearlyamajorareaforpotentialcostsavings.ThepresentinventionrelatestoasystemandmethodforaCommercialcreditcard.Creditcardsoperatebyhavingtheenablingbuyersandsellersofgoodstotransactwitheachinstitutionissuingthecreditcard,themerchantbank,proother.Moreparticularly,thepresentinventionprovides.Besidescostbenefitspurchasingandsupplymanagementhasamajorimpactonquality.CompanieshavetendedtoconcentrateontheircorecompetencieswiththeaimtoincreaseeffectivenessandefficiencyHamel,Prahalad1995.Theneedtonurturecorecompetenceshasleadtoanincreasedemphasisonoutsourcing

Venkatesan1992.Thisdevelopmentreducedacompany’sinternaladdedvalueintheproductvaluechaintoitscorecompetencesandatthesametimethesupplier’sinfluenceonqualityincreasedtoadominantrole.

Afurtherleverforanincreasedimportanceofpurchasingistheextremelyshortlifecycleofnewtechnology.Companiesfocusonhighlycustomizedsuppliesinsteadofpurchasingcommodities.Theyhand-overproductresponsibilityandrisktotheirsupplierstocopewithincreasedproductdevelopmentpressure.EarlyandextensivesupplierinvolvementshortenstheproductdevelopmentprocessandisanimportantsourceofinnovationvonHippel1988,Bozdogan,Deyst,Hoult,Lucas1998.Thefocusofattentionhasshiftedtothesignificanceofco-operativebuyer-sellerrelationshipsto“enablepurchasingtosupportafirm’sstrategicpositioning”Harland,Lamming,Cousins1999,p.659.Basedonthesetrendsoneofthemostimportantobjectivesofthepurchasingfunctionisthedevelopmentofasuppliernetwork,sinceafirm’sabilitytoproduceaqualityproductatreasonablecostandintimelymannerismainlyinfluencedbyitssuppliers’capabilitiesHahn,Watts,Kim1990.Firmsconcludethattheywillmorereadilyattainlong-termcostreductionbyformingcloserworkingrelationshipswith“key”suppliersHarland,Lamming,Cousins1999.Butpartneringingeneralisnotthesolutionforsuccessbecauseofrelatedcosts,highresourceintensityandriskofdependency.Therelationshipsneedtobeadaptedtothespecificpurchase

situation.Dependingondifferentexternalcontingenciestheappropriaterelationshiptypeshouldbedevelopedwithdifferentgovernancestructureandrelationaldesign.Bensaou1999showedthatfirms“balancea

portfolioofdifferenttypesofrelationshipsratherthanrelyononetype”whichleadstothekeyquestion:

Whichkindofsuppliercooperationneedstobeestablishedinwhichpurchasingsituationtocontributetothesuccessofacompany?

Orinotherwords,underwhichcircumstancesshouldafirmtrytoestablisharelationshipwithitssuppliers?

Theappropriateanalysisofthepurchasingsituationisevenmoreimportantsincetheestablishmentofelectronicmarketplacesandweb-supportedtradingKaplan,Sawhney2000,whichbuildsanewdimensionforpurchasingwithreducedinterpersonalcontactbuttransactionalfocus.Inanutshelle-tradeoffersanevenmoredifferentapproachtodobusinessandassuchthedecisionofhowtointeractwiththesupplierbaseorpartsthereofbecomesmorecritical.

Intheliteraturevariousdimensionsforstructuringthepurchasingsituationhavebeendeveloped,althoughanintegratedmodelismissingCousins,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,theprojectedfutureandthefuturedesiredpositionsinvariousdimensionsWind,Douglas1981,Ansoff,Leontiades1976,Markowitz,1952.ThepioneeringportfoliotheoryformanagementofequitywasdevelopedbyMarkowitzin1952.Inthefieldofindustrialmarketingandpurchasingrecentlyseveralportfolioshavebeendevelopedforevaluatingcustomerandsupplierrelationshipssincetheearly1980s.Thedifferentapproachescanbestructuredbyfoursegmentationdimensions:

product,market,supplierandrelationshipcharacteristics.

Withthetermpurchasesituationweconsiderallrelevantforces

andinfluencesrelatedtotheacquisitionofrequiredmaterials,servicesandequipment,whichhaveapotentialimpactonthewaybuyerandsellerworktogether.Thefollowingfourcharacterizationdimensionsunderlinethemagnitudeofvariousaspectsimpactingthissourcingenvironment.

Figure1:

ABC-AnalysisinChemicalindustry

ThisclassificationdifferssupplierswithsignificantspentfromthemassofsupplierswithonlysmallpurchasevolumeBogaschewsky,Rollberg,1999andclearlydemonstratesheeconomicimportanceofthesupplierBaumgarten,Wolff,1999.EspeciallyintheindustrialproductionindustrytheABC-analysisisveryhelpful,sincethereitisacommonsituationthatthemajorityofthepurchasespentiscausedbyonlyfewmaterialcategoriesCorsten1996.Anothervolumecharacteristicisnumberofparts,whichisespeciallyimportantindiscreteproduction.Butbesideseconomicvolumeandnumberofpartsthephysicalsizecanalsohaveanimportantbusinessimpact,especiallyforproductswhichneedlargestoragespace.Toreduceinventorycarryingcostforlargeproductsjust-in-timeorderpoliciescouldbeinplace.ThereforesomeauthorsnotonlycategorizethemonetarysourcingspentbutalsonumberofpartsandphysicalvolumeBogaschewsky,Rollberg,1999.

Butpurchasevolumealonecansometimesbemisleading.Thecheapestcomponentis,inthelongrun,notnecessarilytheleastexpensive.Oncethecostofpoorqualityisfactoredinthecheapestmay

wellbethemostexpensiveBurt,1989.Decisionsonsourcingstrategiescannotonlybebasedonpurchasevalueorvolume,theperceivedriskhastobeevaluatedincludingitsvariouscomponentsasfinancialrisk,performancerisk,socialriskandothercomponentsGemünden1985,p.84,85.

ThereforesomeresearcherstalkaboutproductandpurchaseimportanceCannon,Perreault1999,Homburg1999,Olsen,Ellram1997,Homburg1995,Matthyssens,VandenBulte1994,Metcalf,Frear1993,Kraljic1983.OlsenandEllram1997detailtheimportancebyeconomicfactorsintermsof“dollarvalueandtheimpactonthecompany’sprofits”Olsen,Ellram1997,p.103,bycompetencefactors,which“describetheextenttowhichtheitempurchasedispartofthecompany’scorecompetencies”Olsen,Ellram1997,p.103andbystrategicimportance.Thecloserthepurchasedproductistothecorecompetenciesofthefirm,thegreateristhestrategicimportanceofthepurchasedgoodOlsen,Ellram1997.Productimportanceas“theextenttowhichaconsumerlinksaproducttosalient

enduringorsituationspecificgoals”Bloch,Richins1983,p.71isabroaderdefinitionforproductcharacteristics.ForMetcalfandFrear1993theproductimportanceisnotaninherentproductcharacteristic,butitsperceptionbythebuy