论文部分内容阅读
供应商处在供应链的上游,与下游的客户地位不相伯仲,是企业的“源”动力。供应商绩效是否优异直接关系到企业战略目标的实现,影响整条供应链的效率和效益。因此,企业必须把供应商延伸为企业资源的一部分进行精益管理,建立相对稳定的战略伙伴关系,优势互补,优化流程,追求卓越,实现共赢。本文首先介绍了供应商管理的概念及重要性,然后以C公司为例,针对C公司供应商管理存在的问题提出完善供应商管理的对策和措施。
Suppliers in the upper reaches of the supply chain, and downstream customers standing in the same, is the “source ” power. Whether the supplier performance is excellent or not is directly related to the realization of the strategic objectives of the enterprise, and affects the efficiency and effectiveness of the entire supply chain. Therefore, enterprises must extend their suppliers to lean management as part of their corporate resources, establish relatively stable strategic partnerships, complement each other’s advantages, optimize processes, strive for excellence and achieve win-win results. This paper first introduces the concept and importance of supplier management. Then, taking C company as an example, this paper proposes countermeasures and measures to improve supplier management for the problems of C company supplier management.