प्लाइटर्स इसके अंग्रेजी अर्थ का उदाहरण

Espionage in the United States A "purchasing cooperative" is a type of cooperative arrangement, often among businesses, to agree to aggregate demand to get lower prices from selected suppliers.

In practice, SRM entails creating closer, more collaborative relationships with key suppliers in order to uncover and realize new value and reduce risk of failure.

Just as companies have multiple interactions over time with their customers, so too do they interact with suppliers – negotiating contracts, purchasing, managing logistics and delivery, collaborating on product design, etc.

Effective SRM requires not only institutionalizing new ways of collaborating with key suppliers, but also actively dismantling existing policies and practices that can impede collaboration and limit the potential value that can be derived from key supplier relationships.

At the same time, SRM should entail reciprocal changes in processes and policies at suppliers.

SRM managers understand their suppliers’ business and strategic goals, and are able to see issues from the supplier’s point of view while balancing their own organization’s requirements and priorities.

These individuals form a clear link between SRM strategies and overall business strategies, serve to determine the relative prioritization among a company’s varying goals as they impact suppliers, and act as a dispute resolution body.

The SRM office and supply chain function are typically responsible for defining the SRM governance model, which includes a clear and jointly agreed governance framework in place for some top-tier strategic suppliers.

The common practice of implementing a “one size fits all” approach to managing suppliers can stretch resources and limit the potential value that can be derived from strategic supplier relationships.

Supplier segmentation, in contrast, is about determining what kind of interactions to have with various suppliers, and how best to manage those interactions, not merely as a disconnected set of siloized transactions, but in a coordinated manner across the enterprise.

Suppliers can be segmented, not just by spend, but by the total potential value (measured across multiple dimensions) that can be realized through interactions with them.