management of suppliers meaning in Chinese
不同类型供应商的管理策略
Examples
- Elementary talk on choice and management of supplier
浅议供货厂商的选择与管理 - Description : responsible for the exploitation , appraisal and management of suppliers , and the inner distribution of raw material
按照检验文件，对成品半成品原材料进行检验 - These problems are closely related to control of material storage , management of suppliers , purchase operation process , and management of purchase information and so on
这些问题主要涉及物料库存控制、供应商管理、采购业务流程、采购信息化等方面。 - 2 . describes the theory about the suppliers management in the scm strategy , and pointed out that the comprehensive , dynamic management of suppliers is the guarantee of the implementing of the scm strategy
突出了全面动态的供应商管理在供应链战略的重要地位，并提出以一体化的供应商管理来与供应商建立新型的战略合作伙伴关系。 - In reference to the practical changes in the deregulated markets of the advanced countries in the area of europe , america and asia and the countermeasures of the countries , combing with the problems encountered in the marketing and sales practice of the panzhihua brach of sinopec , the paper applies the swot analysis method , rationally analyzes the outside environment and inside conditions . according to the characterizes of gasoline resources , and the market situation after it transformed from the monopolistic style of planning economy to the monopolistic competition style , the paper also analyze the strengths and weakness of the industry brought by the forthcoming event of the permission of the wholesales market of gasoline . based on the above analysis , the paper posits the marketing strategic objectives and measures as follows : ensuring the management of suppliers , adding the retail and direct sales network , improving operating qualities , making the customer relationship management and realizing the multi - benefits of company and customers
本文在营销理论的基础上,通过亲身经历,调查了解,深入研究了成品油在国际、国内市场中过去、现在的市场状况和发展历程,参考国际上欧美及亚洲发达国家先期放开成品油管制后市场的实际变化和应对措施,以及结合中石化攀枝花公司营销工作中存在的问题,理性分析营销外部环境和内部条件,运用swot分析法,根据成品油能源特点,就成品油市场从计划经济的垄断形式转向目前国际国内市场竞争的垄断性竞争的形式后,对成品油批发市场即将准入后的优劣、利弊进行了分析和研究,提出了“作好供应商管理,增加零售和直销网络、提高经营质量,充分做好客户关系管理,实现公司和客户共同成长”的营销战略目标和战略措施。