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一、综述、调查研究基础与分析方法(一)综述在过去的20年里,供应商运作关系以及它们对公司绩效所作贡献的重要性已成为大家不断讨论的话题。某些公司已经形成一种意识,即供应商和有效的关系对于公司的绩效来说是很关键的。在其他公司努力将工作的重点提升到与供应商间运作关系的改善上时,仍有一些公司限制或毫不改善它们的运作关系。此外,走在构建有效和合作性供应商运作关系前线的许多公司,随后可见它们的关系恶化到了敌对的水平。例如,在五年的时间里,IBM公司将其20世纪90年代早期的那种落后的、距离型的供应商关系,发展到了如今先进的、有效的供应商关系。相反,克莱斯勒公司在20世纪90年代拥有卓越的供应商运作关系,但在21世纪中期随着与戴姆勒公司的合并以及后来出售给Cerebus,这种关系就演变成了糟糕的行业关系。在20世纪80年代后期到20世纪90年代早期,福特公司在他们的供应商运作关系恶化之前就已经拥有了非常好的关系。福特公司将已经实施的商业框架整合到改善供应商运作关系之中。
I. Overview, research and research foundations and analysis methods (I) Overview In the past 20 years, the importance of suppliers’ operational relationships and their contribution to corporate performance has become a constant topic of discussion. Some companies have developed a sense that suppliers and effective relationships are critical to the company’s performance. While other companies are striving to improve the focus of their work to improve the operational relationship with suppliers, there are still some companies that have limited or not improved their operational relationship. In addition, many companies that have taken the lead in building an effective and cooperative supplier operating relationship have subsequently seen their relationship deteriorate to the level of hostility. For example, in five years, IBM has developed its backward, distance-based supplier relationships from the early 1990s to today’s advanced and effective supplier relationships. In contrast, Chrysler had an excellent supplier operating relationship in the 1990s, but in the mid-21st century with the merger with Daimler and later sold to Cerebus, this relationship evolved into a bad industry relationship. In the late 1980s and early 1990s, Ford had already had a very good relationship before their supplier operations deteriorated. Ford has integrated its already implemented business framework into improving supplier operations.