供应商关系的本质：竞争、合作？Whereas[]CRMinvolvestherelationshipsbetweenanorganizationanditscustomers,anevolvingconceptknownassupplierrelationshipmanagement,SRMinvolvestherelationshipsbetweenanorganizationanditssuppliers.供应商关系管理涉及商家和供应商之间的关系。SimilartoCRM,SRMrequiresamassivedatabase,aswellasspecificsoftwarepackages.ThestartingpointwithSRMtendstobesupplierrationalization[]合理化orareductioninthenumberofvendorsusedbyaparticularorganization.UnlikeCRM’sfocusoncustomerloyalty,SRMattemptsto“synchronizetheflowofincomingpartswiththeirproductionschedules.”Proponents[]建议者suggestthatSRMimplementationoffersseveralpotentialbenefitstoanorganization,includingshortersourcingcycles,reducedtime-to-marketcycles,lowermaterialcosts,andmarkedlylowerinventorycosts.SupplierdevelopmentProfessorsKrauseandScannellusethetermSupplierDevelopmentas“anyeffortofabuyingfirmtoincreasetheperformanceofasupplier供应商开发表示购买公司为增强供应商绩效的所有努力”Thisdefinitionencompassesavarietyof多种的supplieractivitiesincludingsupplierassessmentandfeedback,theuseofsupplierincentives[]激励,competitivepressure,anddirectinvolvementactivitiesthatmayincludesuppliertrainingandinvestment.Whendevelopingsuppliers,somestrategicgoalsaretoincreasethesupplier’sfinancialstrengthandtoimprovetheirmanagementandtechnicalcapabilities,aswellsastheirabilitiestodevelopnewproducts.Performancegoalswouldincludebetter-qualityproducts,lowerprices,improveddeliveryperformance,andincreasedoverallresponsiveness.Thereareseveralwaystoevaluateandprovidefeedbacktothesupplier.Lastly,itisusefultohavethesuppliersinstallandrigorouslymaintainqualitycontrolsintheirownbusinessessothatitisnotnecessaryforthebuyertoinspecttheproductuponitsreceipt.Inrecentyears,DellComputerhasreceivedconsiderableattentionforits“build-to-orderprograms”.近些年，Dell因其“接单后生产计划”而受到很大的关注。Aspartofitssuccess,“Dellworkedatlengthtobuildaneffectivesuppliermanagementfunctioninordertoshortencomponentleadtimesandmaintaintheabsolutequalitystandardsrequiredbythejustintimeoperations,”and,“thecompanyworkedwithitssupplierstoshortentheirproductlifecycles,extendingtheDellbusinessmodeltothewholechannel.”Insomeareasofpurchasing,itisnecessarytocontinuallyidentifynewsourcesofsupply.在一些购买领域，有必要持续地认证新的供货来源。TheNatureofRelationsThenatureofrelationsmaintainedwithsupplierscanaffectthequality,timeliness,andpriceofafirm’sproductsandservices.CompetitiveOrientationCompetitiveOrientationisasupplierrelationthatviewsnegotiationsbetweenbuyerandsellerasazero-sumgame:whateveronesidelosestheothersidegains.Short-termadvantagesareprizedoverlong-termcommitments.Thebuyermaytrytobeatthesupplier’spricedowntothelowest[]survivallevelortopushdemandtohighlevelsduringboom繁荣timesandorderalmostnothingduringrecessions[]衰退.Incontrast,thesupplierpressesforhigherpricesforspecificlevelsofquality,customerservice,andvolumeflexibility.Whichpartywinsdependslargelyonwhohasthemostclout.Purchasingpowerdeterminesthecloutthatafirmhas.Afirmhaspurchasingpowerwhenitspurchasingvolumerepresentsasignificantshareofthesupplier’ssalesorthepurchaseditemorserviceisstandardizedandmanysubstitutesareavailable.Howcanpurchasingpowerbeusedeffectiv...
