supplier cost 中文意思是什麼

supplier cost 解釋
業者營運成本
  • supplier : n. 供應者，供給者；補充者；廠商。
  • cost : n 1 費用；代價，價格；成本。2 犧牲；損害，損失。3 〈pl 〉訟費。vt （cost; cost）1 值，要價（苦幹...
  1. But, in our province, the suppliers have many problems, such as the big bullwhack effect, the information symmetry of internal members, the bad delivery reliability, the low market responsiveness, the poor flexibility, the high cost of supplier chain and the low efficiency of property management in supplier chains and so on, these questions caused the supplier chain enterprises market in our province have low comprehensive competitive power and it was hard to competent with the international steep competition

    但是，我省現在的許多供應鏈存在著牛鞭效應大、內部成員信息不對稱、交貨的可靠性差、市場響應度低、柔性差、供應鏈的成本交易高和供應鏈的資產管理效率低等方面的問題，這些問題導致了我省供應鏈企業市場綜合競爭力低下，難以勝任國際化的激烈競爭。
  2. Supplier of the subject merchandises hereby undertake to indemnify you against all liability, claims, cost and expenses whatever that maybe returned or subtend by you and. or your agents by reason of the said merchandises having shown the following discrepancy

    如商品出現下列問題，該商品的供貨商在此保證因可能的退貨或將其退給您和/或您的代理而產生的債務，索賠要求，成本和費用等對您作出賠償。
  3. Per 1 m2 of protected soil at the price for heat in the districts of the republic of buryatia ranging from 703 to 2843, 5 rur gcal and 1000 - 1512 rur m2 with the electrical heating at the price 0, 07 kwh - recoupment period - 4 - 5 years. heat energy cost, rur m2 - 150 compared to traditional energy supplier - 550, solar green house - analogue - 270

    使用該技術，每建築一平方米的太陽能溫室，一年的經濟效益可以達到2000俄羅斯盧布按照俄羅斯聯邦布爾雅特共和國的熱價703 - 2843 . 5盧布gcal ， 1000 - 1512盧布平方米，電熱價0 . 07美元千瓦時計算。
  4. Second, it turns to analyze the outside environment of chongqing pepsi - tianfu in details by using many theories in turn such as pest, five competition power, production life cycles and value chain, and its target is not only to find opportunities in politics, economic, technology, and social culture and also to feel threaten which results from substitute, supplier, new comer, customer and competitor of our company. then, it begins to seek the strength and weakness of this company by analyzing resource of itself in order to seek main problem s during present business operating, specially focusing on marketing promotion, cost controlling, human resource management and enterprise culture. at the same time, it concludes that the main present questions are caused by some history factors, faulty present management rules, incomplete human resource system, different leader types and weak base of enterprise culture

    然後，就運用pest法、行業競爭五種力量及價值鏈的戰略管理理論對公司的外部競爭環境進行詳細的分析，發現公司可能在政治、經濟、技術、社會文化上面臨的機會以及行業中替代品、供應商、新進入者、顧客、競爭對手正帶來的威脅；接著，運用資源分析法找出公司內部的優勢和劣勢，特別是目前存在的主要問題及其產生的各種主要原因，其中問題集中表現在市場營銷、成本控制、人力資源管理、企業文化四大方面，而產生原因則是公司的歷史、管理制度不夠完善、人才機制不健全、領導風格不相同、企業文化較薄弱等因素；接著，就是將內、外環境的分析結果通過swot方法進行戰略匹配和選擇，得出三個戰略方案，即：穩定發展戰略、密集型發展戰略和多元化發展戰略。
  5. Secondly, it probes into supplier selection methodologies by combining qualitative and quantitative methods such as linear weighted method, cost operating method, hiberarchy method etc. although xet achieved improvements following the regulations of gmp when selecting their current suppliers, xet fails to put the whole supply chain into account because it limits its perspective within itself and the employed selecting method is not comprehensive and not scientific enough

    第二:希爾特製藥公司在選擇合作夥伴時，雖按gmp規定進行了較大的改進，仍然局限於從企業自身角度出發，沒有綜合考慮到整個供應鏈的情況，選擇方法仍不夠全面、科學。本文著重探討使用線性權重法、成本作業法和層次分析法等定性定量相結合的方法選擇供應商。
  6. It is very difficult for an absolutely independent industrial enterprise to accomplish this project. the aviation enterprises need to strengthen the wide cooperation with the other enterprises including metallurgy, chemical industry, electronics and information technology and establish supply - demand system in order to reduce the period of design and production, reduce the cost and investment risk so as to obtain more market shares and improve the competitiveness of enterprises. this paper studies the latest results of supplier quality assurance and manufacturing capability evaluation and control of aviation enterprises from both home and abroad

    飛機製造工業是一個國家綜合國力和工業發展水平的體現，是一種資本、技術、知識密集為一體的戰略產業，是一個復雜的系統工程，一個完全獨立的工業企業是很難完成這一工程，為了縮短設計、生產製造周期，降低成本，降低投資風險，獲得更多市場，提高企業的競爭力，航空企業需要和冶金、化工、電子、信息等企業加強廣泛合作，建立供需體系。
  7. Article 14 where the lessee has no faults, the cost incurred and the result produced in the claim against the supplier shall be respectively born and enjoyed by the lessee

    十四、在出租人無過錯的情形下，對供貨人索賠的費用和結果，均由承租人承擔和享有。
  8. In account settlement, r5 offers products cost accounting, commission to close, supplier close, sales department settlement, market close etc.

    在帳務結算方面， r5提供產品成本核算傭金結算供應商結算經銷部結算商場結算等
  9. After analyzing the drive factor to these risks, we can adopt the demand for defining enterprises rationally, carry on the correct assessment measure to the software system and system supplier through certain standard, to reduce the software risks of enterprises ; through trying attention and support, perfect business procedure of enterprise work, and perfect basic management of enterprise of leader, to make the change risk of the project reduce ; through taking and making effective implementation plan, strengthen control over project change, enhancement the control of cost and lead into project manage the measures, to reduce the project change risk that enterprises implement erp project ; through introducing management consulting, strengthens the project training and strengthens construct of the group, to reduce the human resources risk that enterprises implement erp project

    在經過對這些風險的驅動因素分析后，可以採取合理界定企業的需求，通過一定的標準對軟體系統以及系統供應商進行正確的評估措施，來降低企業的軟體風險；通過爭取領導的重視和支持、完善企業的業務流程工作、以及完善企業的基礎管理工作，使項目的變革風險降低；通過採取制定有效的實施計劃、加強對項目變更的管理、加強對實施成本的控制以及引入項目監理制度等措施，降低企業實施erp項目的項目變更風險；通過引入管理咨詢、加強項目培訓工作以及加強實施團隊的假設，降低企業實施erp項目的人力資源風險。
  10. The primary objectives of third part logistics providers are to lower the total cost of logistics for the supplier and improve the service level to the customer

    第三方物流提供商的基本目標是降低供應商的整體物流成本，提高顧客服務水平。
  11. Vsc - ryerson china commits to the highest degree of quality services in every sector of the steel supply chain from steel mills to end users, such as jit, and sequenced delivery, tailored to customer needs, it implements supplier consolidation with proven cost saving programs to provide the customer with efficient quality services at competitive costs

    萬順昌瑞爾盛中國有限公司致力於提供從鋼廠到最終用戶的所有供應鏈環節的高質量服務，諸如：準時生產、逐一交貨、按客戶需求，用降低成本的供應商集成配送系統去提供客戶以具有竟爭力的質量服務。
  12. The simulation findings uncover that : either a higher inefficiency level of e - marketplace, or a higher opportunity cost that a seller in the traditional marketplace takes, or a low upper limit of active sellers in e - marketplace, or a higher probability of taking stochastic actions, or less information to form expectation, can be propitious for spurring the shift from the traditional marketplace to the e - marketplace. as for the popular “ thorough shift ” presumption, this paper puts forward that, an aggressive shift from traditional marketplace to e - marketplace is probably built on an effort by the buyer to constrain his own bargaining power or to share benefits with the supplier. by developing economic models and leveraging the general game theory, this paper also finds out that cost is the critical factor that governs the evolution of monopolistic market, monopolistic competitive market and oligarchic market

    保持其它因素不變，以上因素對市場演化的影響作用分別為:市場演化對電子市場競爭無效率度高度敏感，當電子市場競爭無效率度小幅度下降時，市場顯著地偏向傳統市場，當電子市場競爭無效率度小幅度上升時，市場顯著地偏向電子市場;傳統交易中賣方所承擔的隱性成本是市場演化的另一個決定性因素，當傳統交易中的賣方所承擔的隱性成本取值較大時，電子市場將佔主導地位，當傳統交易中的賣方所承擔的隱性成本取值較小時，傳統市場將佔主導地位， ;當為電子市場中實際參與每筆交易的賣方設置一個低的上限時，傳統市場將迅速演化為電子市場;市場參與者的非理性行動概率越大，市場越容易向電子市場
  13. Applying the stocking - methodology and management - theory of supply chain management and making use of the supplier cooperation relationship management, the capital flow management, the information management based on advanced technology such as edi, storage management, achievement evaluation and so on, the enterprise realize the jit purchasing on the situation of absenting enough detailed classification of product, finally fulfill the requirement of acutely variable order form, maximize the degree of customers " satisfaction, improve the adherence and contentment of customers, at the same time minimize the cost of the whole organization and establish a new multi - profit purchasing pattern

    本文運用供應鏈管理中先進的采購方法和管理理論，通過對供應商的戰略合作夥伴關系管理，資金流管理，以edi等技術支撐的信息系統管理，庫存管理和績效評價等方法和措施，在產品細分不足的情況下，實現準時采購，解決滿足波動較大的訂單需求的問題，使消費者滿意最大化，提高顧客的滿意度和忠誠度，同時使組織付出的成本最小化，建立起一種多贏的新型采購模式。
  14. Due to the policy requirement of china government and the cost reduction, oem need to localize more than 40 % parts in china, more and more auto parts maker companies such as delphi, visteon, denser etc. to have established their plant in china to meet the needs of oem in china. because the local suppliers are lack of understanding of scm of the world lead oem and have big gap in quality control, product developing, cost management and logistic management comparing with above mentioned auto parts suppliers, it is the big concern for local supplier to acquaint how about the scm of the oem and how to improve the capability to meet the requirements of oem

    由於中國產業政策的要求以及全球經濟一體化對成本控制的需求，汽車製造商對零件的國產化的需求越來越強，因此全球的大型專業的汽車零件製造商如delphi 、 visteon 、 densor以及lear等都已在中國設廠配合oem廠的國產化的要求，本地供應商由於對oem的供應鏈管理體系不太了解，本身在品質控制、產品開發、成本管理以及物流控制也與全球性的大公司有一定的差距，如何提高自身的能力而能在激烈的汽車零件競爭中佔一席之地是本地汽車零件製造商關心的一個問題。
  15. There are more optional for supplier sourcing and supplier capability improvements. this paper focused on how to making sourcing and improving supplier capability by supply chain management of oem. first of all i brief introduced scm theory particularly on the definition, supplier sorting and sourcing in this paper, then analyse the characteristics of scm in auto industry and the details of caf scm and procedure of supplier sourcing, finally i introduced the methods of supplier capability improvement by caf scm and the counter measure for supplier to capability lift in quality, technology, cost and delivery

    首先，本文對供應鏈管理的相關理論特別是供應鏈的定義、分類、供應商的選擇等進行了介紹，隨后對汽車行業供應鏈管理的特點進行了分析，之後詳細介紹了caf的供應鏈管理體系以及與供應鏈管理有關的管理系統，從caf對供應商在技術能力（ technology ） 、質量（ quality ） 、成本（ cost ）以及物流（ delivery ）等四個方面的要求詳細地提出了在caf供應鏈管理體系下對供應商的選擇（ sourcing ）體系，對于供應商能力的提升本文主要就caf對供應商在上述四個方面的提升手段進行了詳細介紹和分析，同時根據供應鏈管理的要求以及筆者的供應商管理的實際經驗提出了供應商自身能力提升的對策供本地供應商參考。
  16. As the cradle and the biggest automobile enterprise in china, the supply chains management of faw - vw are mostly focus on supplier and manufacturer, just a parts of supply chain, the mainly content is the selection and location on supplier, reducing cost, controlling quality, ensuring continuity and economical of the supply chains, not considering entirely for entire supply chains from supplier, sellers, tradesmen to finally consumers and not considering the problems about the strategy of supply chain management

    事實上，供應鏈管理已經成為企業生存和發展的必然選擇。供應鏈管理的核心在整個鏈條的協調與高效，通過供應鏈的職能分工與合作（生產-分銷-零售）等，以物流、信息流和資金流為媒介，實現整個供應鏈的不斷增值。
  17. The second event was economic ? the average cost of installing fiber to the home in new “ greenfield ” developments fell to nearly the cost of a copper phone line installation ( between $ 1, 500 and $ 2, 000 per home ), notes stuart benington, of tellabs in naperville, ill., a communications tech supplier

    其二關乎金錢美國伊利諾州內珀維爾市通訊技術供應商電訊實驗室的班寧頓表示，在郊外新建住宅區內埋設光纖的平均費用，已降低到幾乎與銅電話線的安裝費一樣，每戶約為1500 ~ 2000美元。
  18. The technological risk is shown as selecting type mistake of the software and the system supplier ' s choice risk mainly ; transform risk display and means the risk appeared in order to change and manage various kinds of required management ideas of the means, management way, and in order to meet the needs of erp system, revitalize risks of organizing brought to institutional framework and business procedure ; control project risk display to implement cycle lengthen, implement cost increase, implementation quality and implement result up to goal preconcerted ; human resources risk show as lack effective consultant of implementation, lack the risk with staff of the implementing ability mainly

    技術風險主要表現為軟體選型錯誤以及系統供應商的選擇風險；變革風險主要表現指為改變管理手段、管理方式所要求的各種管理觀念轉變所出現的風險，以及為了適應erp系統的需要，對組織結構以及業務流程進行重新調整所帶來組織風險；項目監控風險主要表現在對實施周期延長、實施成本的增加、實施質量以及實施效果沒有達到預定的目標；人力資源風險主要表現為缺乏有效的實施顧問指導、企業缺乏具有實施能力的員工的風險。
  19. After completing a commercial transaction, logistics will execute the transfer of goods from the supplier ( seller ) to the customer ( buyer ) in the most cost - effective manner

    在完成商業交易之後，物流將以最低成本和最高效益的方式執行將商品從供應商（賣方）流轉到顧客（買方）的過程。
  20. Ensuring purchase teams knowledge of commodities, supplier cost structures ( e. g. variable and fixed costs for labour, mark - up contributions, sub component material costs, logistics, historical costs of products, etc. ) and global cost competitiveness to achieve cost reduction objectives in accordance with standard operating procedures

    確定采購組員了解以下內容：日用品需求，供貨成本架構（如：動變化與固定的勞力，產品子部件成本，物流費，產品以前的成本等等）以及全球成本競爭力以達到與標準運作程序相一致的降低成本的目標。
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