outside supplier 中文意思是什麼
outside supplier
解釋
外購補給品-
Duty - paid goods imported that the description, quality, state or condition not in accordance with the contract of sale or damaged in transit and subsequently destroyed in hksar or returned to the supplier outside hksar with the written consent of the commissioner of customs and excise
物品說明、品質、狀態或狀況與合約不符或於過境時受到損毀及在海關關長同意下遭銷毀，或已退還予香港特別行政區以外的供應商之進口已完稅貨品； -
We had started to develop polyurethane truck decorations of inner and outside for our truck trades in 1994. there are 4 sizes for ster instruction from austria of china heavy - duty truck groop. it had passed appraisement of provincal and acceptance of experts from china heavy - duty truck groop. the technology performance of production had reached advanced standard of austria ster. fuyuan company has been confirmed to the formal fix supplier by china heavy - duty truck groop
1994年開始為我國汽車行業研製配套聚氨酯汽車內外裝飾件，其中為中國重型汽車集團引進奧地利新型的斯太爾汽車配套的四種裝飾件，已於1995年5月通過重汽集團組織的專家驗收和產品鑒定，產品的技術性能基本達到奧地利斯太爾汽車技術標準。我公司已被該集團公司確定為正式定點配套單位，提供長年供貨配套。 -
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。 -
The procuring of services or products, such as the parts used in manufacturing a motor vehicle, from an outside supplier or manufacturer in order to cut costs
外部采辦，外購為縮減開支從外界供貨商或製造商那裡獲得服務或產品（如製造機動車的零件） ；外部采辦，外包。 -
According to the enterprises " preference in choosing inside - expansion and outside - alliance, there are eight patterns, which are vertical integration pattern, logistics center pattern, conglomeration pattern, supply chain cooperation pattern, supplier / distributor cooperation pattern, virtual managing pattern, voluntary chain patten, and " conference " pattern
根據企業偏向于選擇內部擴張還是外向聯盟，運輸企業物流經營的一般模式包括縱向一體化模式、物流中心模式、集團化經營模式、供應鏈合作模式、供應商/分銷商合作模式、虛擬經營模式、特許連鎖經營模式和「班輪公會」模式共8種。
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