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CONFORAMA的供应商关系研究
时间:2011-03-09 浏览次数:1292次 无忧论文网
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工商管理硕士(MBA)
生产管理生产管理
    论文摘要
    21世纪的今天,用户需求多样性渐趋增加,全球化市场竞争日益激烈,企业之间的竞争规则已经发生变化。以前是零售商与零售商之间、供应商与供应商之间的竞争,而在新世纪中,企业不是只靠自身力量与本行业的对手竞争,而是靠增强与所有在供应链上的制造商、供应商以及零售商的联盟来实现竞争。
    一直以来,供应商指的是那些向买方提供产品或服务并收取相应货币作为报酬的实体。由于交易内容简单,双方的交易关系自钱货两讫时就基本结束。在其他条件一定时,交易价格则成为双方力争的焦点。零售商在采购过程中关心的是按计划采购商品以保证销售活动顺利进行,很少共同参与新产品开发和制造成本的节约,并且发展长期关系。这种关系模式造成很多弊端,已经越来越不能适应当前的市场环境。在市场瞬息万变的今天,企业要生存和发展,就必须能快速响应用户需求,而要达到这一目的,仅靠企业自身所拥有的资源是不够的。20世纪90年代中后期开始,零售商与供应商的关系开始发生战略性变化,供应商管理的内容也远远超过讨价还价。如何与供应商建立长期的战略伙伴关系,有效整合供应商资源,使双方降低成本,获得竞争优势,从而达到双赢的目的,是零售企业能否成功的关键所在。
    开发供应商合作伙伴关系是供应链管理的重要内容。本文从零售商的角度出发,以CONFORAMA(法国最大家居产品零售商名称,下同)的实际案例为基础,着重阐述了零售企业如何与供应商通过建立合作伙伴关系来改善企业间的物流、信息流和资金流,实现资源和程序优化,提升整条供应链的效率为买卖双方创造效益,从而达到双赢的目的。
    在展开合作伙伴关系的论述之前,本文在第一章介绍了传统方式下买卖双方关系存在的问题,并探讨了这些问题反映在零售商和供应商之间关系的具体表现,说明传统的双方关系已经不能适应市场竞争的需要,并提出本文的研究思路和方法。
    第二章对传统的双方关系和合作伙伴关系进行对比,阐述了合作伙伴关系的竞争观和意义,说明由传统的双方关系向合作伙伴关系转变是大势所趋。并介绍了CONFORAMA供应商关系发展的过程,以及CONFORAMA为建设供应商合作伙伴关系所采取的重要措施。
    第三章、第四章和第五章分别介绍了早期CONFORAMA与供应商之间在物流、资金流和信息流上存在的问题,并论述了合作伙伴关系如何通过相互信任、资源重组和信息共享来解决这些问题。
    第六章总结了合作伙伴关系的意义,进一步论证合作伙伴关系是可以使买卖双方资源共享、优势互补、最终实现双赢的有效方法。
     [英文摘要]:     ABSTRACT
    The customers’ demanding on variety of products has been increasing nowadays in 21st century, and the rules of competition between enterprises have been changed because of the increasing competition on global market. The competition could happen between one retailer and another retailer; one supplier and another supplier long time ago, but now in the new century, the competition is no longer between the enterprises in the same line, but between different alliances built up by manufactures, suppliers and retailers in the same supply chain.
    Supplier means the party who supplies product or service to the purchaser, and gets money back in accordance as reward. Previously as the transaction was simple, the relationship ended up immediately after the exchange was done. So the price was the key point of negotiation while all the other conditions fixed. The retailers cared more whether the purchasing was done as scheduled to ensure the sales, instead of working together with the suppliers for the new product development and to save cost during manufacturing; and never considered developing long term business relationship with suppliers. This kind of business model does not work well in current market circumstances because it has many disadvantages, as the enterprises have to response very quickly to market needs, and it’s impossible to achieve that depending on only one itself.
    The relationship between the retailers and the suppliers has been changed strategically since mid of 1990’s, and the content of supplier management gets far more than only bargaining. To establish long term strategic partnership with the suppliers, to reorganize the resources, to save cost and to gain the advantage of competition so that both parties can profit from it, is the key point of success for retail enterprises.
    To develop partnership with suppliers is a very important part of supply chain management. Based on the real case of CONFORAMA and from the view of retailer, this article focus on how to improve the logistic, information flow and cash flow in between through partnership, thus to improve the effectiveness of the whole supplier chain, and how the both parties can benefit from the partnership.
    In the first chapter, the article introduces the problems of the relationship between the seller and the purchaser under traditional model, analyzes how the problems affect the business, and demonstrates that the traditional relationship does not work well any more under the new market competition, and the research guideline and method for the whole article is also brought up.
    In the second chapter, there’s a comparison between the traditional relationship and the partnership, which demonstrates the conception and significance of partnership, and the trend as well. There’s also an introduction of the progress of CONFORAMA on partnership building, and the important implementation that CONFORAMA has done for it.
    In Chapter 3, 4 and 5, the article introduces respectively the problems on logistics, information flow and cash flow with the suppliers under traditional relationship, and explained how the partnership can settle the problems through trusting each other, resources reorganizing and information sharing.
    In chapter 6, it’s a briefing of the significance of partnership, further proves that all parties can benefit from partnership building.
        
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