加拿大论文代写：日产与供应商
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.
