相应地,我们大致将向企业提供这些物料的供应商分为一般物料供应商、集中物

相应地,我们大致将向企业提供这些物料的供应商分为一般物料供应商、集中物料供应商、瓶颈物料供应商和战略性物料供应商。
3 供应商选择管理策略
3.1 供应商关系分类
供应关系一般分为一般交易关系、持续交易关系和伙伴关系[6]。一般交易关系是指企业和供应商之间是一种短期买卖关系,没有长期合作倾向,供应商更换频率较高。持续交易关系是指买卖双方虽没有长期合作倾向,但供应商更换频率在一段时间内较低,它是建立伙伴关系的前提,但还不是战略联盟性质关系。伙伴关系是指特定意义上的战略合作伙伴关系,合作伙伴双方通过资产、知识、信息等资源合作,借助有效的规制结构,降低交易成本,促进生产经营活动的协同而实现的一种超额利润。
3.2 物料采购和供应商管理策略
3. 2. 1 一般物料
一般物料的成本价值低,财务重要性低,对最终产品的附加值贡献不大;在市场上容易获得,采购风险低;采购批量小,使用量少,一旦采购中断对公司造成的威胁也不大。一般来说,标准化产品很多,供应充足,可选择的供应商的数量也很多。
这类物可选择的供应商较多,可以应用层次分析法(AHP)对该类物料的供应商进行选择。企
业与该类供应商维系一般交易关系,一般属于短期合作,故应在指标设计中考虑供应商的可靠性。
对一般物料供应商,只需与其维持一般交易关系即可,应通过经济定货批量实现采购成本的最优化,尽量简化采购程序,尽可能使管理成本最小化。
3. 2. 2 集中物料
集中物料的成本价值较高、财务重要性较高、使用量大,需要支出较多的资金。这些物料属于成熟的产品,生产的厂家较多,质量和品牌差异不大,产品可以相互替代,市场竞争较充分,只要规格和质量要求明确,就可以采购到所需的物料。所以采购风险较低。
在应用层次分析法(AHP)选择此类物料的供应商时,鉴于双方未来的持续交易关系,应该在指标设计中考虑到供应商自身经营状况和技术能力。
对集中物料供应商应尽可能保持采购的优势地位,通过约定和协议保证采购物资的质量、价格、保证售后服务。与其签订适当时间的合同,既保证供应的时间和质量,又能在找到成本更低的供应商时及时进行更换,与其发展基于持续交易关系为主的竞争合作关系。
3. 2. 3 瓶颈物料
瓶颈物料的成本价值较低、财务重要性相对较低、采购风险较高、使用量不大,但在生产过程中又必不可少,由于该种物料的生产技术要求较高或利润不高等原因,整个市场上基本处于寡头竞争的状态,而且单位物料的价格不高,企业可以选择和采用的供应商非常少。
企业在现实中对此类物料的供应商寻找不易,即使对工艺、技术等方面不达要求的供应商,也应协助其改进,一般不会面临多方选择淘汰的局面。
在生产中,企业应尽量考虑如何减少甚至消除对它们的使用,努力用正常品或集中品予以替代。如果难以找到替代品或降低对它的使用,应在与瓶颈物料供应商建立稳定长期合作关系的基础上采取灵活策略。
3. 2. 4 战略性物料
战略性物料对企业的影响是至关重要的,能够帮助企业获得较大的竞争优势,给企业带来重要的盈利机会。这些物料的采购金额大,财务重要性非常高、使用量大。但是这些物料的供应资源比较少,可供选择的供应商资源非常有限,所以采购风险非常高。
对于战略性物料,市场上能满足企业要求的供应商数量非常有限,一般不会面临多方选择淘汰的局面。
企业应与主要供应商签订中长期合同,与之建立伙伴关系,绝大部分战略品由其供应。双方应在业务上相互支持,综合利用双方的资源和组织能力,协同生产经营、企业制度与文化,加强战略沟通.实现信息、知识资源最大程度的共享,通过紧密合作达到双赢。
4 供应商的选择
4.1 构建指标体系
前文已述,在实际情况中,瓶颈物料与战略性物前文已述,在实际情况中,瓶颈物料与战略性物
料供应商很少,企业采用特殊的选择管理方式,在此不设计指标评价体系。对一般物料与集中物料的供应商分别设计指标评价体系,如图2、图3。

結果 (英文) 1:

Accordingly, we will be providing roughly suppliers of these materials into the general material suppliers, centralized material suppliers, material suppliers and strategic bottlenecks material suppliers.
3
supplier selection management strategy 3.1 Supplier Relationship Category
supply relationships are generally divided into normal trading relations, sustainable trading relationships and partnerships [6]. General trading relationship is a short-term trading relationship between companies and suppliers, there is no long-term tendency to replace higher frequencies suppliers. Continuing trading relationship refers to the tendency of buyers and sellers, although no long-term cooperation, but the low frequency of replacement supplier over a period of time, it is a prerequisite for the establishment of partnershipsBut is not the nature of the relationship between strategic alliances. Partnership is the strategic partnership, partners on both sides of a particular significance achieved through asset, knowledge, information and other resources cooperation, with an effective regulatory structure, reduce transaction costs and promote production and business activities of a collaborative excess profits. ..
3.2 material procurement and supplier management strategy

3 2 1 General Material value of materials is generally low cost, low financial importance, value-added contribution to the final product is not; easily available in the market, lower procurement risk; purchase small quantities, use less, once the procurement interruption caused by the threat to the company is not large. Generally,Many standardized products, adequate supply, selectable number of suppliers lot.
Alternative suppliers of such things more, you can analytic hierarchy process (ahp) the class of materials suppliers to choose from.
Industry and enterprise class suppliers to maintain normal trade relations, are generally short-term cooperation, it should consider the vendor's reliability index design.
General material suppliers, just to maintain their normal trading relations can and should be achieved by optimizing the economic ordering bulk procurement costs, try to simplify procurement procedures, management costs are minimized as much as possible.
3 2.
2 Concentration material cost value higher concentration of the material,Higher financial importance, the use of large, needs to spend more money. These materials are mature products, manufacturers who are more quality and brand insignificant, the product can replace each other more fully competitive market, as long as the specifications and quality requirements clearly, you can purchase the necessary materials. So lower procurement risks.
In applying AHP (ahp) choose such materials suppliers, given the two sides continued trading relationship in the future, should take into account the vendor's own operating conditions and technical capacity in the index design.
Centralized material suppliers should be possible to maintain dominance procurementThrough conventions and protocols to ensure the procurement of goods quality, price, guarantee service. With the signing of the contract the right time, both time and quality assurance of supply, and can be replaced in a timely manner to find lower-cost suppliers, the ongoing trading relationship based on partnership-based competition with its development.
2.3
material costs bottleneck bottleneck lower value materials, the financial importance of the relatively low and high risk of procurement, the use of small amounts, but it is essential in the production process, the production of the three kinds of materials. high technical requirements or profit is not higher reason, the whole market is basically in a state of oligopolistic competition,And the unit price of the material is not high, and companies can choose to use very few suppliers.
In reality business suppliers of such materials is not easy to find, even for aspects of the process, and technology is not up to the requirements of suppliers, should also assist the improvement is generally not faced with multi-select out of the situation.
In production, companies should try to consider how to reduce or even eliminate the use of their efforts to focus on normal goods or goods to be replaced with. If it is difficult to find alternatives or reduce its use, should adopt a flexible policy on the basis of the establishment of a stable long-term relationship with the bottleneck on materials suppliers.
3 2. 4 strategic materials
The impact of strategic materials is crucial for enterprises to help enterprises gain greater competitive advantage, to bring significant profit opportunities. Large amounts of these materials procurement, financial importance is very high, the use of a large quantity. But the supply of resources in these materials is relatively small, the choice of supplier resources are very limited, so purchase risk is very high.
For strategic materials on the market to meet the business requirements of a very limited number of suppliers, generally do not face the multi-select out of the situation.
Companies should enter into long-term contracts with major suppliers, with the establishment of partnerships, most of its supply of strategic commodities.The two sides should support each other in business, resources and organizational capacity utilization of both parties, collaborative production management, enterprise systems and culture, strengthen strategic communication. Achieve information, knowledge resources, the greatest degree of sharing, through close cooperation to achieve win-win situation.
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4.1 Supplier Selection System Index
foregoing stated, in practice, the bottleneck materials and strategic materials foregoing stated, in reality, the strategic bottlenecks materials and material suppliers matter
few enterprises using a special selection of management, not in this design index evaluation system. Generally focused on materials and material suppliers were designed evaluation index system, Figure 2, Figure 3.

結果 (英文) 2:

Accordingly, we generally will provide the material suppliers is divided into general material supplier, concentrated material bottleneck material suppliers and strategic material supplier, supplier.
3 supplier selection, supplier relationship management strategy classification

3.1 supply relationships are generally divided into general trading relations, the continuous trading relationship and partnership with [6]. General trading refers to the relationship between enterprises and suppliers is a short-term trading relationship, no long-term cooperation supplier replacement, high frequency. The continuous trading relationship refers to the buyers and sellers are not long-term cooperation tendency, but the supplier replacement frequency over a period of time is relatively low, it is the prerequisite for the establishment of partnership,But not the strategic alliance relationship properties. Partnership is a partnership of strategic cooperation partner specific sense, both through asset, knowledge, information and other resources cooperation, with the help of regulation structure effectively, reduce the transaction cost, promote the collaborative production and business activities of an excess profits and realize.
3.2 material purchasing and supplier management strategy of
3. 2.1 general material
general material cost is low, the financial importance of low, the added value of products contribute little; readily available in the market, low risk and purchasing; purchasing small quantities, use less, once the purchase interrupt threaten the company is. In general,Standardized products, adequate supply, the number of alternative suppliers are also many.
this kind of material can choose the suppliers more, can be applied analytic hierarchy process (AHP) was used to select the material suppliers. Enterprises and the suppliers maintain
industry general trading relations, are generally short-term cooperation, it should be considered in the design of the reliability index of the supplier.
supplier for general materials, simply and maintain general trading relationship can, through the economic order quantity to realize the optimization of procurement costs, simplify the procurement procedures, as far as possible to minimize the cost of management. The cost value higher
3. 2.2 concentration material
concentrated material,Financial higher importance, the use of a large quantity, need to spend more money. These materials belong to the mature product, production manufacturers more, quality and brand difference is not big, the product can replace each other, the market competition is sufficient, as long as the specifications and quality requirements clear, you can purchase the needed materials. So the procurement risk is low. In application of the analytic hierarchy process (AHP) to choose this kind of material suppliers, in view of the future sustainable trade relations, should be in the index design in consideration of supplier's own operating conditions and technical ability. Do keep the purchase of concentrated
material suppliers should advantage,To ensure the quality of procurement of goods, price, after sale service guarantee by the conventions and protocols. With the signing of the contract the appropriate time, both to ensure time and quality of supply, but also to find lower cost suppliers timely replacement, and the development of competition and cooperation relations continue to trade based on the relationship between.
3. 2.3 bottleneck material
bottleneck material cost low, the financial importance of relatively low, a higher risk, purchasing used in small quantity, but also essential in the production process, because the material production and the technical requirements of the higher or profit is not high, the whole market is oligopolistic competition state,But the unit price is not high, enterprises can choose and the supplier is very small.
enterprises in reality of such material suppliers is not easy to find, even if the process, technology and other aspects is not up to the requirements of suppliers, should also help the improvement, generally will not face the choice out of the situation. In production, the enterprise should consider how to reduce or even eliminate the use of them, to use normal goods or goods be replaced. If it is difficult to find a substitute or reduce the use of it, should take flexible strategies on the basis of stable long-term cooperation relationship with suppliers on bottleneck.
3. 2.4 strategic materials.Effect of strategic materials is essential to the enterprise, can help the enterprise to gain greater competitive advantage, brings to the enterprise important profit opportunities. The amount of the purchase of these materials, finance, using a large amount of very high importance. But relatively few of these materials supply resources, choice of supplier resources are very limited, so the procurement risk is very high.
for strategic materials, the market can meet the requirements of a very limited number of suppliers, generally not face the choice out of the situation.
enterprises should sign a long-term contract with key suppliers, partners and strategic goods, most of which supply.The two sides should support each other in business, the comprehensive utilization of the resources and organizational skills, collaborative production management, enterprise system and culture, strengthen strategic communication, share information, knowledge and resources to the greatest extent, through close cooperation to achieve win-win. Select the
4.1
4 provider to build index system
previously stated, in fact, bottleneck materials and strategic materials previously stated, in fact, bottleneck materials and strategic object
materials suppliers rarely, the choice of management mode of enterprise special, this is not the design of index evaluation system. The evaluation index system of general material and concentration were designed materials suppliers, as shown in Figure 2, figure 3.

結果 (英文) 3:

Accordingly, we will provide suppliers of those materials are divided into general, material suppliers, the bottleneck of the focused item vendors, material suppliers and strategic suppliers.

3
3.1 supplier relationship management vendor selection strategy classification supplier relationship is generally divided into trading relations, trading relations in General and partnerships [6]. General terms and refers to the relationship between enterprises and suppliers is a short term trading relationship, no long-term tendency, vendors replace the higher frequency. Continuous trading refers to the relationship between buyers and sellers although no long-term tendency, vendors replace the lower frequency over a period of time, it is a prerequisite for partnership,But it was not a strategic alliance relationship. Partnership refers to a specific sense of the strategic partnership, partners, both by working assets, knowledge, information and other resources, by means of effective regulatory structures and reduce transaction costs, promote production and business activities, together with implementation of a super profits.
3
3.2 purchasing and supplier management strategy. 2.
1 General items general items are low cost, low financial importance, contribute little value added to the final product, and readily available in the market, purchasing low risk procurement quantities of small, less use, once you purchase disruption threat not to the company. In General, theStandardized product lot, ample supply, you can choose the number of suppliers are many.
Such alternative suppliers more application analytic hierarchy process (AHP) to select the vendor of the material.
Enterprises and that suppliers maintain trade relations, generally short-term cooperation, it should consider the reliability of suppliers in the target design.
General, material suppliers, simply maintained trading relations in General, should be implemented by the economic order quantity cost optimization, simplify the procurement process as possible to minimize management costs.
3. 2. episode 2
focus items are higher costs of materials,High importance, using a large amount of finance, will need to spend more money. These items are products that are mature, more manufacturers are produced, quality and brand differentiation is unlikely, the product can be substituted for market competition, more fully, provided specifications and quality requirements for specific, you can purchase needed items. Lower risk of procurement.
In the application of analytical hierarchy process (AHP) when choosing a supplier of such materials, in view of the continuous trading for the future relationship between the parties, should take into account the supplier's own index design operational conditions and technical capacity.
Focused material suppliers should maintain dominance of procurement as far as possible,By conventions and agreements guarantee the quality of materials, prices, and promotions. Enter into the appropriate contract, guarantee the supply of both time and quality, and find lower-cost supplier for replacement in a timely manner, developed based on continuing trading relationship of competition and cooperation relationship.
3. 2.
bottleneck items bottleneck items are low cost, relatively less important financial, procurement, risk is high, use a small amount, but necessary in the production process, due to the type of materials production technologies require a higher or high profit reasons, basically in oligopolistic competition in the market as a whole,And unit price of an item is not high, businesses can choose the supplier and quite small.
Enterprises in reality to suppliers of such materials is not easy, even for technological, technical and other requirements regarding suppliers, should also help to improve, generally do not face a choice out of the situation.
In production, companies should consider how to reduce or even eliminate their use as much as possible, strive to use normal or focus on goods to be replaced. If it is difficult to find alternatives or cut down on its use, should be established and bottleneck, material suppliers to adopt a flexible policy on the basis of stable long-term relationships.
3. 2. strategic materials
Strategic material influence on the enterprise is essential, to help companies gain a greater competitive advantage, significant profit opportunities for enterprises. The procurement of these items involve large sums of financial importance is very high, the use of a large quantity. But the supply of material resources is relatively small, vendors to choose from with very limited resources, procurement risk is very high.
Strategic materials can meet the business requirements of the number of suppliers in the market is very limited, usually do not face a choice out of the situation.
Enterprise's medium-and long-term contracts with key suppliers, partnerships with most strategic commodity by its supply.Both sides should support each other in their businesses, comprehensive utilization of resources and organizations, collaborative production and management, enterprise systems and culture, strengthen strategic communication. to achieve maximum sharing of information, knowledge, resources, and through close cooperation to achieve a win-win.

4 suppliers choose
4.1 to build index system indicated in the preceding article has, in reality, the bottleneck items and strategic material indicated in the preceding article has, in reality, the bottleneck items and strategic
vendors rarely, specially selected the enterprise management, not design evaluation system. On General and centralized materials supplier evaluation system for designing, respectively, as in Figure 2, Figure 3.