代寫論文：供應商管理
代寫論文：供應商管理
供應鏈管理是維護的運動產品從原材料階段到成品階段,然後形成了製造單元到銷售點的位置在一個有效的方式,以欣賞需求生成同步響應(Burt,燕八哥和多布勒,2003)。供應商管理是對供應商集團或個人進行管理、收購、維護和開發，使產品流向最終產品製造(Hugos, 2003)。日產Cogent推出的項目是關於聯合理解和聯合行動，以更好的產品，這是公認的正確從前期開發階段與供應商和客戶。這個程序作為最簡單的業務形式，表示所有相關實體的目的都很明確。他們有打釘的與供應商和客戶溝通時多在開發產品之前,因為當產品推出後廣泛協商的兩個最重要的實體,供應商和客戶,日產將很少有應對措施在未來糾正後發射。
代寫論文：供應商管理
該項目旨在改善溝通，使其成為供應商和日產的一致目標。這是絕對必要的，他們讓供應商參與這個項目是正確的。然而，更重要的是，在供應商被納入該計劃之前，他們必須在情感上、主要上、財務上和客觀上與日產保持一致。這是至關重要的，因為當製造商和供應商在內部不一致時，任何一種有效的計劃都沒有能力產生預期的結果(Binder和Clegg, 2010)。這些核心對齊包括財務術語、客觀術語、衝突解決術語、戰略術語、通信術語和原則對齊，以便在兩個實體之間保持無錯誤的清晰性。當核心級別協議在所有級別的運營員工中一致時，Cogent的影響將是顯著的，並能成功地產生預期的結果。
代寫論文：供應商管理
Supply chain management is the maintenance of the movement of a product from raw material stage to the finished product stage and then forms the manufacturing unit to the point of sale location in an efficient manner so as to appreciate the demand generated with synchronised response (Burt, Starling and Dobler, 2003). Supplier management is the management, acquisition, maintenance, and development of supplier groups or individuals to have a streamlined flow of products to the end product manufacturing (Hugos, 2003). The Nissan Cogent program launched was about the joint understanding and joint action taken for a better product which is recognised right from the pre-development stages with the supplier and the customer. This program, as the simplest form of doing business, denotes the clarity of purpose of all entities involved. They have hit the nail right when they are communicating with the supplier and customer more before developing a product, because when a product is launched after extensive consultation with the two most important entities, the suppliers and customers, Nissan will have very few counter measures to rectify in the future after the launch.
代寫論文：供應商管理
The program is about improving the communication to such an extent that it becomes an aligned objective for the supplier and Nissan. This is absolutely necessary and they have done the right thing by indulging the suppliers in the program. However, it is more essential that before the suppliers are inducted in the program, they are emotionally, principally, financially, and objectively aligned with Nissan. This is essential because when the manufacturer and the suppliers are not aligned internally, any kind of effective program will not have the ability to bring out the desired results (Binder and Clegg, 2010). These core alignments includes financial terms, objective terms, conflict resolution terms, strategy terms, communication terms, and principle alignment to have an error-free clarity between the two entities. When the core level agreements are aligned at all levels of operating employees, the impact of Cogent will be phenomenal and successful in producing the desired results.
