rking relationships based on trust form the basis of collaborative advantage, which then leads a firm to manage the relationship strategically. Long-term cooperative relationships have been found to have a positive impact on a firm’s competitiveness, especially when the level of uncertainty is relatively high in business situations. Thus, managing for long-term relationship is a major task for supply management.
供应商的长期战略关系：在当前的业务场景中，业务网络之间的关系发生了范式转变。买方和供应商之间的长期关系增加了买方和供应商的协调程度。通过在商业网络中发展长期关系，供应商将成为管理良好的供应链的一部分，这将对整个供应链的竞争力产生持久的影响。企业越来越依赖供应商来帮助他们获得更强大的竞争地位，而只有与供应商发展长期关系，才能获得如此强大的地位。建立在信任基础上的紧密的长期工作关系形成了合作优势的基础，从而引导企业战略性地管理关系。长期合作关系已被发现对企业的竞争力有积极影响，尤其是当商业环境中的不确定性水平相对较高时。因此，管理长期关系是供应管理的一项主要任务。
(ii) Supplier involvement: Supplier involvement is one of the critical aspects of supply effort management. Researches have shown that the supplier involvement enhances communication and provides avenues for coordinating activities between the suppliers. A higher level supplier involvement establishes a pattern of cooperation in continuous improvement efforts
供应商参与：供应商参与是供应工作管理的关键方面之一。研究表明，供应商的参与增强了供应商之间的沟通，并为供应商之间的协调活动提供了途径。更高级别的供应商参与建立了持续改进工作的合作模式
(iii) Selection of quality suppliers: Supplier quality is a critical determinant of the overall product quality and costs, the overall quality performance, which helps supply chain managers to select right sources of supplies with due consideration of time, delivery, and price.
选择优质供应商：供应商质量是整体产品质量和成本以及整体质量绩效的关键决定因素，这有助于供应链管理人员在适当考虑时间、交付和价格的情况下选择正确的供应来源。
(iv) Keeping the levels of supplier base lean: Reduced (lean) supplier base is a unique characteristic of contemporary buyer-supplier relationship. Supply base reduction policies are positively related to the buyer supplier product design relationship. Research indicates that when limited numbers of suppliers are properly and selectively used, then the firms achieve better customer responsiveness.
保持供应商基础的精益水平：减少（精益）供应商基础是当代买方-供应商关系的独特特征。减少供应基地政策与买方-供应商产品设计关系呈正相关。研究表明，当有限数量的供应商得到适当和选择性的使用时，公司就会获得更好的客户响应能力。
(v) Communication: By frequent communication, the firm and its suppliers can enhance their knowledge capabilities and their understating to solve the complex competitive issues by the way of developing innovative solutions. If the firm and its suppliers share information and aim to go beyond the business boundaries like design, engineering, quality, materials procurement, and other defined functions between the buyer and the supplier firms, the performance of the supplier becomes superior. Above all, effective communication improves the buying firm’s performance.
沟通：通过频繁的沟通，公司及其供应商可以通过开发创新的解决方案来提高他们的知识能力和理解能力，以解决复杂的竞争问题。如果公司及其供应商共享信息，并旨在超越买方和供应商公司之间的业务边界，如设计、工程、质量、材料采购和其他规定职能，供应商的绩效就会变得卓越。最重要的是，有效的沟通可以提高收购公司的业绩。
Thus, all fundamental activities related to managing suppliers’ relationship, supplier involvement in business processes, placing emphasis on quality during supplier-selection, leaning the levels of supplier base and augmentation of the information are collectively called as supply effort management. Such management leads to the enhancement of SCM strategies and overall performance of the firm as well.
因此，与管理供应商关系、供应商参与业务流程、在供应商选择过程中强调质量、了解供应商基础水平和增加信息有关的所有基本活动统称为供应努力管理。这样的管理可以提高供应链管理战略和公司的整体绩效。
– Function of supplier-selection criteria on supply chain management strategy and firm performance.供应商选择标准对供应链管理战略和企业绩效的作用
Among various activities of supplier effort management, the function of supplier-selection is critical. Thus the research focuses functions of supplier-selection criteria as the most critical. In recent years, how to select suitable suppliers has become a key strategic issue and has received considerable attention in the theoretical literature. Supplier selection is the process by which suppliers are reviewed, evaluated, and chosen to become part of the company’s supply chain. The secondary survey data among the supply chain professionals within manufacturing firms revealed that there were 7 common factors that is, Quality, Price, Deliv
