浅谈企业降低采购成本的战略英文版1

AnAnalysisoftheStrategyofReducingCompany'sPurchaseCosti广东外语外贸大学英语本科学位论文(2015届)论文题目AnAnalysisoftheStrategyofReducing（英文）Company'sPurchaseCost论文题目浅谈企业降低采购成本的策略（中文）继教（公开）学院商务英语自考051111100521王坛坛赵红辉2015.4.13成绩作者姓名专业学院班级指导老师完稿时间准考证号AnAnalysisoftheStrategyofReducingCompany'sPurchaseCostiiAnAnalysisoftheStrategyofReducingCompany'sPurchaseCostWangTantanAbstract:Purchaseactivityisthebasicstepintheeconomyofmankind,ithasbecomeanindispensablepartnomatterinthefieldofproductionorcirculation.Companypurchaseservesfortheproductionandoperationtoachievetheaimofearningprofits,whichexactlymakecompanypurchasefacesourcingriskandtheproblemofinputandoutput.Enterprisesalsohavetofacetheproblemsofloweringpurchasecost,intensifyingthepurchasemanagementandmeetingtherequirementsofproductionschedulesandproductqualityforrealizingoperationalgoalsinpurchasingactivity.Thearticlefirstbrieflyintroducethemeaningandeffectofreducingcompany'spurchasecost,thenfollowedbyseveralstrategieswhichwillbeanalyzedforthereductionofpurchasecost,andpointoutloweringthepurchasecostcanhelptoenhancethecorecompetitivenessofenterprises.Keywords:companypurchase;purchasecost;supplier浅谈企业降低采购成本的战略王坛坛摘要:采购活动是人类经济活动的基本环节，无论是生产领域还是流通领域，都离不开采购活动。由于企业采购服务于生产经营活动，并且以营利为目的，由此决定了企业采购面对着采购风险和投入产出问题，为了实现经营目标，企业在采购活动中就必须面临如何降低采购成本，加强采购管理，满足生产进度和质量要求等问题。本文首先简要介绍降低企业采购成本的含义与作用，接着分析降低采购成本的几项战略,并指出降低采购成本有利于提升企业核心竞争力。关键词：企业采购；采购成本；供应商AnAnalysisoftheStrategyofReducingCompany'sPurchaseCostiiiContents1.Introduction....................................................................................................................12.Descriptionofreducingcompany'spurchasecost..........................................................13.Effectofreducingcompany'purchasecost.....................................................................24.Thestrategiesofreducingcompany'spurchasecost......................................................34.1Establishandimprovecompany'spurchasesystem................................................34.1.1Pricerecordandpriceassessmentsystem.................................................................44.1.2Supplier'srecordandaccesssystem.........................................................................44.1.3Usingstandardpurchasepricetoexaminethejobperformanceofpurchasespecialist.............................................................................................................................44.2Themainwaystocontrolandreducepurchasecost...............................................54.2.1Usinginfomanagementsystemtoreducepurchasecost..........................................54.2.2seizingthetimingofpricechangeandholdingmarketconditions...........................54.2.3Strengtheningthematerialpurchaseplanning..........................................................64.2.4Choosingpaymentterms...........................................................................................64.3Cautionstobeconsideredinpurchaseinternalcontrol...........................................64.3.1Thesubjectandobjectofpurchaseinternalcontrol..................................................74.3.2Thekeypointsofcontrollinginpurchaseinternalcontrol.......................................74.3.3Revisionandimprovementofpurchaseinternalcontrolsystem..............................74.3.4Theexternalsupervisionwhilestrengtheninternalcontrol................................74.4Purchasestrategieswhichcanlowercost................................................................74.4.1Optimizingtheoverallsupplier'sstructureandsupportingsystem..........................74.4.2Selectingproperpurchaseroute................................................................................85.Conclusion......................................................................................................................9WorksCited......................................................................................................................10AnAnalysisoftheStrategyofReducingCompany'sPurchaseCost1AnAnalysisoftheStrategyofReducingCompany'sPurchaseCostGuangdongUniversityofForeignStudies2015WangTantanTutor:ProfessorZhaoHonghui1.IntroductionNowadays,moreandmorebusinessmanagersorexecutivesrealizedtheimportanceofsavingpurchasecost.Andthecompanymaterialpurchasegenerallyaccountedforalargeproportion(about60%)inproductcost(任南18).Forthatreason,thepurchaseofcomponentsandrawmaterialstosomeextenthaveaninfluenceofenterprises'competitiveness.Successfulpurchasewiththesoundpurchasemanagementsystemoftenisonesourceofcompetitiveadvantageinacompany.Ontheotherhand,withtheaccelerationoftheglobaleconomicintegration,company'spurchasedepartmentisfacingaseriesofissuessuchastherisingpriceofrawmaterialandenergy,somesuppliers'monopolytothepriceandtechnology,impreciselymarketpredictorconstantlychangedplan,andpurchasecostwithaall-timehigh,etc.Forpromotingthecooperationbetweendifferentsectors,improvingoperationalskillofpurchasetoavoidoutofstockoroverstock,accomplishingsuppliers'development,assessmentandappraisalonstrategiclevel,