Unit8PurchasingTask 1 Mark the following statements with T (True)or F (False)accordingto the passage.F1.Purchasing was oncelooked upon primarily as a strategicfunction.2. It was warehousing that focused on getting the right product from the rightsupplier.F3. Purchasing,which makes contributions to the organization, is an activity ofTstrategicimportance.4.Purchasing only plays a support role to an organization.F5. Modification to existing offerings is one of the ways to reduce developmentTtimes
Task 1 Mark the following statements with T (True) or F (False) according to the passage. 1. Purchasing was once looked upon primarily as a strategic function. 2. It was warehousing that focused on getting the right product from the right supplier. 3. Purchasing, which makes contributions to the organization, is an activity of strategic importance. 4. Purchasing only plays a support role to an organization. 5. Modification to existing offerings is one of the ways to reduce development times. F F T F T Unit 8 Purchasing
Unit 8 PurchasingTask2Translatethefollowingphrases intoChinese or English终端客户1.endcustomerlong-termrelationship2.长期合作关系战略重要性3.strategicimportancemarket opportunity市场商机4供应市场5.supply marketpurchasing function采购功能6.国外市场7. external market原始供应商8.originalsupplier
Task 2 Translate the following phrases into Chinese or English. 1. end customer _ 2. _ 长期合作关系 3. strategic importance _ 4. _ 市场商机 5. supply market _ 6. _ 采购功能 7. external market _ 8. _ 原始供应商 终端客户 long-term relationship 战略重要性 market opportunity 供应市场 purchasing function 国外市场 original supplier Unit 8 Purchasing
Unit8PurchasingPassageBSupplierSelectionandEvaluationIn the acquisition process,perhaps the most important activity is selecting thebest supplier from among a number of suppliers that can provide the neededmaterials.Thebuyingprocess is complex because ofthevariety offactorsthat mustbe considered when making a purchase.The process includes both decision makersand decisioninfluencers,who combinetoform the decision-making unit.Purchasing managers may consider a broad range of factors when making thepurchasing decision. These may include issues such as lead time, on-time deliveryperformance,ability to promote and price competitiveness.PurchasecategoriesThere are six major purchase categories in most companies:(1) componentparts,(2)raw materials,(3)operating supplies,(4)support equipment,(5)processequipment, and (6) services.These may be routine, ongoing purchases or non-routinepurchasesthatmayrequirespecialattention.ManagingsupplierrelationshipsA partnership is a tailored business relationship based on mutual trust,openness,shared risk and shared rewards that yield a competitive advantage,resulting in business performance greater than wouldbe achieved by the firmsindividually
Passage B Supplier Selection and Evaluation In the acquisition process, perhaps the most important activity is selecting the best supplier from among a number of suppliers that can provide the needed materials. The buying process is complex because of the variety of factors that must be considered when making a purchase. The process includes both decision makers and decision influencers, who combine to form the decision-making unit. Purchasing managers may consider a broad range of factors when making the purchasing decision. These may include issues such as lead time, on-time delivery performance, ability to promote and price competitiveness. Purchase categories There are six major purchase categories in most companies: (1) component parts, (2) raw materials, (3) operating supplies, (4) support equipment, (5) process equipment, and (6) services. These may be routine, ongoing purchases or nonroutine purchases that may require special attention. Managing supplier relationships A partnership is a tailored business relationship based on mutual trust, openness, shared risk and shared rewards that yield a competitive advantage, resulting in business performance greater than would be achieved by the firms individually. Unit 8 Purchasing
Unit 8PurchasingTypesofpartnershipsType I.The organizations involved recognizeeach otheras partnersand,ona limited basis,coordinate activities and planning.The partnership usuallyhas ashort-term focus and involves only one division or functional area within eachorganization.Type IⅡI.The organizations involved progress beyond coordination ofactivities to integration of activities.Although not expected to last"forever,"thepartnership has along-termhorizon.Multipledivisions and functions within thefirm are involved in the partnership.Type ⅢI.The organizations share a significant level of integration.Eachpartyviews theotheras an extensionoftheir own firm.Typicallyno"end date"forthepartnershipexists.Normally,a firm will have a wide range of relationships spanning the entirearea, the majority of which will not be partnerships but arm's length associationsOf the relationshipsthat are partnerships,the largest percentage will be Type Iand only a limited number will be Type Ⅲ partnerships. Type ⅢI partnershipsshould be reserved for those suppliers or customers who are critical to anorganizationslong-termsuccess
Types of partnerships Type I. The organizations involved recognize each other as partners and, on a limited basis, coordinate activities and planning. The partnership usually has a short-term focus and involves only one division or functional area within each organization. Type Ⅱ. The organizations involved progress beyond coordination of activities to integration of activities. Although not expected to last“forever,”the partnership has a long-term horizon. Multiple divisions and functions within the firm are involved in the partnership. Type Ⅲ. The organizations share a significant level of integration. Each party views the other as an extension of their own firm. Typically no“end date”for the partnership exists. Normally, a firm will have a wide range of relationships spanning the entire area, the majority of which will not be partnerships but arm’s length associations. Of the relationships that are partnerships, the largest percentage will be Type Ⅰ, and only a limited number will be Type Ⅲ partnerships. Type Ⅲ partnerships should be reserved for those suppliers or customers who are critical to an organizations long-term success. Unit 8 Purchasing