g various activities in the supply chain. For example, the criteria like establishing supplier long term relationship, creating avenues to involve supplier in firm’s business process, selection of good quality suppliers, leaning the level of supplier base, maintaining frequent communication with suppliers customers have to be considered for managing the critical activities in supply chain. The scientific way of managing the supply effort will enhance the function of the overall supply chain. In addition, managers have to ponder the decisive factors like managing pre and post sales services, covering the distribution by both widespread and selective way, ascertain prompt delivery speed and reliability, efforts to bring low total cost distribution will synergize the overall function of supply chain. Further, managers have to think on the various tasks involved in supply chain management strategies. The tasks like searching for new ways to integrate supply chain management activities, establishing communication platform to share customers’ future needs, creating a greater level of trust in whole supply chain, extending supply chain beyond the firm’s suppliers / customers will also enhance the overall function in managing the supply chain. The discussion reveals that the managers of manufacturing firm have to invest more effort in managing the supply chain tasks. It is recommended that the supply effort management & supply chain strategies functions have to be managed separately because of the nature of task. Though these functions have to be managed separately, and exceptional care has to be given for supplier-selection. Further, special integrating tasks should be identified and further appreciation of such tasks to be made to make proper coordination among them. There are many different opinions about the design of good performance measurement system. Many authors differ in the use of individual performance measures, as well as the connection with other measures within the system or with the environment. However, there is consensus about one theme in literature and that is when a company can measure itself at different levels against a corporate direction (mission and vision) than it has the opportunity to create competitive advantage. The translation of the companies’ direction into individual performance measures (KPI’s) provides a foundation for continuous improvement. For the design of a supplier performance measurement system, companies should be aware of common problems. Also the use of technology for supplier evaluation can enable and scale performance measurement, but a company must have both a means of deriving meaningful metrics and a closed-loop, sustainable performance management process in order to benefit from these software packages.
本篇paper基于这项实证研究，几乎没有什么有趣的观察结果需要引起注意。首先，与供应商努力管理结构、供应商选择、供应链管理战略和企业绩效相关的变量是一致的概念，在供应链管理研究领域具有重要的实证意义。本篇paper的研究为实践管理者提供了一些重要的优势。管理供应链活动中关键任务的知识将有助于管理供应链中的各种活动。例如，在管理供应链中的关键活动时，必须考虑建立供应商长期关系、创建让供应商参与公司业务流程的途径、选择优质供应商、了解供应商基础水平、与供应商客户保持频繁沟通等标准。科学的供应工作管理方式将增强整个供应链的功能。此外，管理者必须考虑决定性因素，如管理售前和售后服务，以广泛和选择性的方式覆盖分销，确保及时交付的速度和可靠性，努力实现低总成本分销将协同供应链的整体功能。此外，管理者必须思考供应链管理策略中涉及的各种任务。寻找整合供应链管理活动的新方法，建立沟通平台以分享客户的未来需求，在整个供应链中建立更高水平的信任，将供应链扩展到公司的供应商/客户之外，这些任务也将增强供应链管理的整体功能。本篇paper通过讨论表明，制造企业的管理者必须投入更多的精力来管理供应链任务。由于任务的性质，建议必须分别管理供应努力管理和供应链战略功能。尽管这些功能必须单独管理，并且在选择供应商时必须格外小心。此外，应确定特殊的整合任务，并对这些任务进行进一步的评估，以便在它们之间进行适当的协调。关于良好绩效衡量体系的设计，众说纷纭。许多作者在使用个人绩效指标以及与系统内其他指标或与环境的联系方面存在差异。然而，文献中有一个主题是一致的，那就是当一家公司能够在不同的层面上根据公司的方向（使命和愿景）来衡量自己时，它就没有机会创造竞争优势。将公司的方向转化为个人绩效指标为持续改进奠定了基础。对于供应商绩效衡量系统的设计，企业应该意识到常见的问题。此外，使用技术进行供应商评估可以实现并扩大绩效衡量，但公司必须既有获得有意义的指标的手段，又有闭环、可持续的绩效管理流程，才能从这些软件包中受益。本站提供各国各专业paper范文，以及paper写作辅导，如有需要可咨询本平台。
