必须将采购环节纳入供应管理外文翻译.doc

外文翻译 原文 Purchasing Must Become Supply Management Material Source:Harvard Business School Author:Peter Kraljic Whenever a manufacturer must procure a volume of critical items competitively under complex conditions,supply management is relevant.The greater the uncertainty of supplier relationships,technological developments,and/or physical availability of those items,the more important supply management becomes.A company’s need for a supply strategy depends on two factors:(1)the strategic importance of purchasing in terms of the value added by product line,the percentage of raw materials in total costs and their impact on profitability,and soon;And(2)the complexity of the supply market gauged by supply scarcity,pace of technology and/or materials substitution,entry barriers,logistics cost or complexity,and monopoly or oligopoly conditions(see Exhibit I).By assessing the company’s situation in terms of thes two variables,top management and senior purchasing executives can determine the type of supply strategy the company needs both to exploit its purchasing power vis-á-vis important suppliers and to reduce its risks to an acceptable minimum.Attractive new options,or serious vulnerabilities,or both,may come to light as the assessment explores questions like these: 1.Is the company making good use of opportunities for concerted action among different divisions and/or subsidiaries?Combining the supply requirements of different divisions can increase the corporation’s total buying clout.One international transportation company was buying three kinds of fuel separately:bunker oil for shipping,jet fuel for airfreight, and gasoline for trucks.Only after consolidating and combining these volumes at the corporate level could the company bring its true bargaining weight to bear. 2.Can the company avoid anticipated supply bottlenecks and interruptions?When an automotive parts maker analyzed its sintered metal components supply market,from which it had