采购管理中的供应商关系管理外文翻译

采购管理中的供应商关系管理 外文翻译 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,Möller,Förrönen2000,Dyer,Fröhling1999,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). 译文 采购管理中的供应商关系管理 资料来源:谷歌学术网作者：哈特曼．艾威托马斯．瑞特 摘要：采购已经进入了高级管理的议事日程，它反映出了对利益高度的战略关注，这些利益可以从与供应商的合作和管理中获得。现代的采购方式反应出了重点已转移到了对供应商的质量和创新的重视而不是单纯的价格谈判。然而，不同的方式适合于不同的采购情况。也就是说看采购公司所在的具体情况而言。对采购情况的具体评估和分析甚至对公司的的可持续成功更重要。因为新的互动方式如电子市场正迅速发展正改变公司的合作方式。在本文中，作者构建了采购情况的不同的分类模式通过鉴别根本的一些层面。在文献综述的基础上，作者把指标分成四个层面。接着通过结合这些层面一个全面的整体分类模式形成了。最后，对未来研究的建议进行了讨论。 引言 采购在过去的两个世纪得到了显著的发展。不断增长的全球竞争和较少的内部价值创造力已经导致了学者和从业人员认可了采购对一个公司的竞争优势是一个推动。一个合适的采购策略能显著的推进盈利能力，市场份额和技术革新。采购的重要性更在于与成本，质量和科技等因素相关。因为采购成本占有总开销的40%以上，这显然是一个潜在的节约成本的主要领域。包括成本在内，采购利益和供应管理都对质量有影响。公司倾向于集中注意力在核心竞争力去实现提高效率和有效性的目标。培育核心竞争力的需要导致更加重视外购。这种发展减少了公司产品价值链中附加值在核心竞争力的地位，同时供应商对产品的质量占有主导地位。更深层次的讲，产品采购的重要性的是极其短的新技术的轮回。公司高度重视定制的产品而不是购买商品。他们移交产品的责任和风险给供应商去应对更大的产品发展压力。供应商早期和广泛的参与缩短了产品的研发过程并且是一个重要的创新来源。焦点的注意力已经从“合作的买卖关系的重要性”转移到“使采购来支持公司的战略地位。” 在这些趋势的基础上，采购职能的一个重要目标是对供应商网络的发展。因为一个公司在合理的成本下及时生产高质量产品主要受到供应商能力的影响。公司推断通过与重点供应商形成更亲密的工作关系，他们更容易做到长期降低成本。但总体的合作并不是成功的解决方案，因为相关的开支，高度的资源集中，相互依赖的风险。这些关系需要改编成具体的采购情况。依据不同的外部意外事件，合适的关系形式应根据不同的管理结构和关系设计来发展。BENSAOU表明公司平衡不同的类型的关系组合不是依靠一种形式。这也导致了一个关键问题的产生：在哪种采购情形下哪一种供应关系需要去建立会有助于公司？或换句话说，在哪种情形下，一个公司应设法与供应商建立关系？ 对采购情形进行合理的分析，更重要是因为电子市场和以网页为支撑的交易的建立。这打造了一个减少人际交往但更注重交易的层面。在电子交易中甚至提供了一个更加不同的做生意的方式，按此顺序如何与供应商建立互动的决定变得更加重要。 采购情形分类层面 在过去的模式已成功的被用来更有效的评估一个公司的位置，关于其当前状况，预测未来和期待在各层面公司未来的位置。先前一系列的组合理论被马科维茨得以发展。在工业领域自从20实际80年代以来营销和采购组合理论也得到发展，用来评估顾客和供应商的关系。不同的采购方式可由四个分割的层面构成：产品，市场，供应商和关系特征。 随着长期购买的