essay修改：供应管理

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essay修改：供应管理

这通常与新产品的开发和关键因素有关，包括启动持续改进的需要、快速开发新流程、服务和产品的需要，以及通过第一次就设计正确来节省成本。因此，当将概念应用于客户时，这有助于缩短周期时间。供应链管理是指通过提取原材料，将分销、生产、设计和供应商的各个环节整合起来，从而结束客户的交付。与供应商的关系管理对于供应商的战略管理是非常重要的，因为整个市场的趋势和变化最终使得外部供应商成为组织价值链的一个关键要素(Oliver, 2004)。通过一种有效的关系，通过与供应商以几种伙伴关系形式合作的来源开展的供应商发展活动有助于提高整个供应链的整体效率和效力。
日产使用Kraljic组合购买模型作为业绩指标。这个模型是由Peter Kraljic提出的，最早出现在1983年的《哈佛商业评论》上。无论其年龄大小，它都被认为是全球组织中使用的一种有用且流行的模型(Oliver, 2004)。日产使用这一性能矩阵的主要目的是通过在采购中启动最大功率来最大限度地提高供应的安全性和降低买方的成本。为了做到这一点，采购从交易活动变成了战略活动。关键的概念是采购必须成为供应的管理。在使用这个模型时，涉及到以下四个不同的步骤(Cooper, 2002)。采购分类，市场分析，战略定位，行动计划。

essay修改：供应管理

This often has an association with development of new products and key factors including the need for initiating continuous improvement, the need for development of new processes, services and products quickly, and also saving costs by designing right in the first go. Thus, this helps in the achievement of reduced time of cycle when applying concept to the customer.Management of supply chain is referred to as integrating each element of distribution, production, design and supplier by extracting raw material for ending the delivery of customer. Management of relationships with the suppliers is important for strategic management of supplier, as trends and changes across the market end up making external suppliers a crucial element for value chain of an organization (Oliver, 2004). By an effective relationship, activities of supplier development by the sources of collaboration with the suppliers in several forms of partnerships assist in improving the overall efficiency and effectiveness of the supply chain on the whole.
As a metrics of performance, Nissan used the Kraljic Model of Portfolio Purchasing. This model had been presented by Peter Kraljic, which first appeared in the year 1983 in the Harvard Business Review. Irrespective of its age, it has been identified as a useful and popular model used in organizations all across the globe (Oliver, 2004). The key purpose behind the utilization of this performance matrix at Nissan is for maximizing the security of supply and reducing the costs for the purchaser by the initiation of maximum power in purchases. In order to do so, procurement moves to be an activity of transaction to a strategic activity. The key notion is that purchasing must become the management of supply. In using this model, there is an involvement of four different steps that are as follows (Cooper, 2002).Classification of purchases、Analysis of market、Strategic positioning、Planning of action.

加拿大论文代写：日产与供应商

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加拿大论文代写：日产与供应商

日产了解供应商发展过程的努力是值得称赞的，而且容易产生互利和回报。这是因为很少有制造商不是以自我为中心而是以广泛为中心的，这样做，就表明了它承诺与供应商长期合作，而不仅仅是短期合作。当这样一家大公司在其供应商的发展和进步上投入大量的时间、资金和精力时，它就会对该供应商做出很大的承诺。在实施了Cogent这样的项目后，由于竞争加剧而与供应商切断关系的疑问已不再是一个问题。日产采用准时制生产技术的目的是减少生产过程中所有可能的中断，从遵守劳动法规开始，优先选择供应商，并实现灵活性和团队合作。这是朝着公司与供应商的每一个合作步骤的有效性迈出的重要一步。然而，选择长期供应商是一个挑战，因为每个供应商都受到一系列影响因素的控制，如税收、工作条件、距离、补贴、财务实力、能力等。
上述任何一项的任何改变和转变，都可能对日产与其供应商之间达成的协议条款产生毁灭性的直接影响。因此，重要的是考虑所有可能的事件，包括可预见的和可感知的，共同向前迈出一步。当与供应商一起实施JIT系统时，需要记录和测量影响和结果，以便从失败中吸取教训，并通过改进的计划或纠正进行重新尝试。这样，它将对未来提供更大的前景，两个实体都将处于更好的地位来控制其行动和结果。风险被降低到一个显著的水平，因为它们是一起确定的，并且随着预防其发生的规定而被感知。当日产和供应商一起识别过程时，识别过程中的风险是自然的，当它们被识别时，通过改变开发过程来防止风险的发生也是自然的。

加拿大论文代写：日产与供应商

The effort of Nissan to understand their suppliers’ developmental process is a commendable one and prone to producing mutual benefits and rewards. This is because very few manufacturers are broad-centered instead of being self-centred, and in doing so, it makes a statement of its commitment to remain with the supplier over a long term and not just for a short haul. When such a large company invests ample time, finance, and energy in its suppliers’ development and progress, it makes a large statement of its commitment to that supplier. The doubt of cutting ties with a supplier due to increasing competition is no more a question after the implementation of programs such as Cogent. The use of the Just-In-Time (JIT) technique in Nissan is targeted towards reduction in all possible interruptions in the production process starting from labour compliance, having preferred supplier companies, and achieving flexibility and teamwork. This is a phenomenal step forward towards the effectiveness of each and every collaborative step taken by the company with their suppliers. However, having preferred long term suppliers is a challenge because each supplier is governed with a varied set of impacting factors like taxes, working conditions, distance, subsidies, financial strength, capabilities, etc.
Any change and shift in any one of these is likely to have a devastating impact directly on the agreed terms between Nissan and their suppliers. Therefore, it is very important to consider all possible events, both foreseeable and perceptible, to take a step forward together. When the JIT system is implemented with the suppliers, the impact and results need to be recorded and measured in order to learn from failures and reattempt with a refined plan or rectification. In this way, it will provide a much larger outlook towards the future and both entities will be in a better position to control their actions and thus the results. Risks are reduced to a significant level as they are identified together and are perceived along with the provision of preventing its occurrence. When Nissan and the suppliers work together to identify the process, risks are natural to the identification process and when they are identified, it is also natural to prevent its occurrence by altering the process of development.

論文代寫 推薦：日產公司

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論文代寫 推薦：日產公司
在Cogent車型中，日產為供應商提供了密集的快速課程和培訓模塊，以提高效率。通過專注於產品設計開發，公司在質量、成本和開發時間上節約了80% (Waters & Rinsler, 2014)。在Cogent模型中，供應商必須關注產品生命週期(PLC)的開發階段。供應商在日產產品開發中扮演著不可或缺的角色。調查發現，不同的供應商對原材料有很大的需求。因此，日產需要整合併提高供應商的能力。 Kraljic模型可以用來了解日產所遵循的實踐。日產公司採用了一種類似於Kraljic產品組合購買模式的模式。在這個模型中，第一步是對材料進行分類。供應材料是根據利潤影響和供應風險進行分類的，這是該模型考慮的兩個維度(Kraljic, 1983)。它們的定義是從低到高。在利潤影響維度中，需要考慮的因素是某些產品如何影響最終產生的利潤。在供應風險中，需要考慮產品的可用性。
使用這兩個基本框架，可以生成四種產品分類(Kraljic, 1983)。這個通用模型用於將項目分類為戰略項目、瓶頸項目、利用項目和非關鍵項目。在這個模型中，這四個區域被劃分為像限。由此，第二方面是對產品最終可交付量的市場分析。市場分析是通過分析宏觀環境和微觀環境過程來解讀的。波特五力模型、SWOT分析和杵分析是做出這一判斷的好工具(Waters & Rinsler, 2014)。這一過程的第三個階段是為產品在市場上的戰略定位設計一個位置。在此模型中可以設計投資組合矩陣來確定買方的角色。最後一個階段是製定實際的行動計劃。將該模型作為一個公式來解釋這種供給策略的形成。開發高價值供應商，保持供應商之間的平衡，最終實現供應商的多元化是該模型的重點。

論文代寫 推薦：日產公司

In the Cogent model, Nissan provided supplier with intensive fast track courses and training modules to improve efficiency. By focusing on product design development, the company was able to save 80% on the quality, cost and development time (Waters & Rinsler, 2014). In Cogent model, the supplier had to focus on the development phase of the Product Life Cycle (PLC). Role of suppliers played an integral part in Nissan Product development. It was found that there was a major requirement of raw materials from different suppliers. Hence, there was a need for Nissan to integrate and increase supplier capabilities. Kraljic model can be used to understand the practices followed by Nissan.Nissan Corporation followed a model that is similar to the Kraljic product portfolio-purchasing model. In this model, the first stage is classifying the materials. Supply materials are classified based on profit impact and supply risk, which are the two dimensions considered in this model (Kraljic, 1983). They are defined low to high. In profit impact dimensions, the factor to be considered is how certain products impact the final profits generated. In supply risk, there is consideration regarding the availability of the product.
Using these two fundamental frameworks, four classifications of products are generated (Kraljic, 1983). This generic model is used to classify items into strategic items, bottleneck items, leveraging items and non-critical items. In this model, these four are divided into quadrants. From this, the second aspect is market analysis of the final deliverable of the products. Market analysis is deciphered by analyzing macro environmental and micro environmental process. Porter’s five-force model, SWOT analysis and PESTLE analysis are good tools to make this determination (Waters & Rinsler, 2014).Third stage of the process is devising a place to strategically position the product in the market. Portfolio matrix can be devised in this model to determine the role of the buyer. Final ultimate phase is developing the actual action plan. This supply strategy forming is deciphered by using this model as a formula. Exploiting the high value supplier, maintaining a balance and finally diversification of the suppliers are the key points of this model.