uc申请文书：供应链管理

uc申请文书：供应链管理

随着企业组织的全球化，供应链管理等经营过程也随之全球化。供应链的全球化是为了满足新客户群体和全球市场的动态和不断变化的需求，为了平衡政治和经济不确定性带来的风险，为了管理与成本相关的复杂性(Sandstrom, 2011)。在典型的意义上，业务组织已经通过使用多个源获得了与供应商基础的连接。虽然大多数商业组织一直通过电子邮件或电话通信与供应商的基础直接合作，但也可以通过基于web的内部门户与合作伙伴进行联网(Mattsson, 2003)。此外，为执行和执行与供应链有关的细分方案而采取的主动行动，必须经常参与在分配和采购方面加强优化。这为履行程序提供了更好的规划，更好的需求规划和决策，以及更好的管理过境运输和全球供应商(Carter et al.， 2007)。

uc申请文书：供应链管理
所有这些因素都支持了供应商基础的全球化。供应商涵盖不同领域的专业知识和技术技能，然后在不同的市场基础上与不同的客户进行不同的互动，往往在发现领先趋势和利用或随着技术的出现而发展方面具有更好的地位。为了实现供应链与外包供应商的有效绩效和整合，必须把重点放在外部和内部的核心竞争力上。这涉及到供应商的次要到主要的细节，同时确定他们维护或提高供应链性能和集成的整体能力(Thomsen, 2005)。在此背景下，外包决策影响供应基础的足迹，同时影响供应商满足客户需求的核心能力，如可持续性、技术、质量、准时交付、响应性和成本等目标。供应链的整体结构也会受到同样的影响。

uc申请文书：供应链管理

As there is globalization of business organization, processes of operations like management of supply chain are globalized as well. There is globalization of supply chain for meeting the dynamic and changing needs of new customer segments and global markets, for balancing the risks caused due to political and economic uncertainties, and for management of complexity related to the costs (Sandström, 2011). In the typical sense, business organizations have been gaining connectivity with the base of supplier by the use of several sources. While a majority of the business organizations have been working directly with the base of supplier via email or phone communication, there can also be networking with the involvement of partners by the in-house portal based on the web (Mattsson, 2003). In addition to this, initiatives taken for the implementation and execution of segmentation programme related to supply chain, there must be a regular involvement of enhanced optimization in distribution and sourcing. This delivers improved planning for fulfilling procedures, better demand planning and decision making, and better management across the in-transit shipment and global suppliers (Carter et al., 2007).

uc申请文书：供应链管理
All of these elements have been supporting the globalization of supplier base. Suppliers covering different areas of expertise and technical skills, followed by diverse interactions across different market base of customer, often have a better position in spotting leading trends and leveraging or developing with the emergence of technology.For the achievement of effective performance and integration of supply chain with suppliers outsourced, major emphasis must be laid upon external and internal core competencies. This involves minor to major details about the suppliers, while identifying their overall capability for maintaining or enhancing the performance and integration of supply chain (Thomsen, 2005). In this context, the decisions of outsourcing affects the footprint of the base of supply, while impacting the core competencies of suppliers for meeting the requirements of customers such as goals of sustainability, technology, quality, on-time delivery, responsiveness, and cost. The overall architecture of supply chain can be impacted by the same.