, these criteria may vary between organizations but must be defined as part of the Procurement Management Plan. The steps are following:
Paper的本节的目的是定义合同审查委员会用于决定授予何种合同的标准。同样，这些标准可能因组织而异，但必须作为采购管理计划的一部分加以定义。步骤如下：
The strength of the supplier to provide all items on the delivery date, Quality, Cost, expected delivery date, Past performance of the supplier get the feedback from the current customers.
供应商在交货日期提供所有物品的实力、质量、成本、预期交货日期、供应商过去的表现从当前客户那里得到反馈。
After Analysis of the all proposals of the suppliers send the good proposal to the board of director after discussion decide the good proposal which complete the all criteria as I already explain above.
在对供应商的所有提案进行分析后，将良好的提案发送给董事会，并在讨论后决定符合所有标准的良好提案，正如我上面已经解释的那样。
8.0 Vendor Management 供应商管理
Vendor Management’s primary remit to ensure that the third-party vendor relationships are successful and the risk is reduced. In large IT outsourcing, liability management drives the agenda of the monthly deliverables rule. Strategic focus, overall vendor and is focused on mutual relations, all the account / vendor management plan later. The scheme would be like a purchase plan category. Vendor management practitioners perform their contract in accordance with its strategic vendors to lead innovation in their interactions with their business customers and provide thought leadership, policies, and operating within the standards established by the company, and all the security, compliance, business continuity, and industry best practices are followed to protect the interests of the company. The wave of outsourcing deals over the past decades and large associated with leading, vendor management and contract negotiations expertise RFX activities which focus on these skills to manage multi-year contracts versus traditional procurement deal makers went to the sought.
供应商管理层的主要职责是确保第三方供应商关系成功并降低风险。在大型IT外包中，责任管理推动了每月可交付成果规则的议程。战略重点，整体供应商和专注于相互关系，所有客户/供应商管理计划稍后。该方案类似于采购计划类别。供应商管理从业者根据其战略供应商履行合同，在与业务客户的互动中引领创新，并在公司制定的标准范围内提供思想领导力、政策和运营，以及所有安全、合规、业务连续性，并遵循行业最佳实践来保护公司的利益。在过去的几十年里，外包交易的浪潮很大程度上与领先的供应商管理和合同谈判专业知识RFX活动有关，RFX活动侧重于管理多年合同的技能，而不是传统的采购交易制定者。
So, both groups “to protect the interests of the company” and are working with the intention of reducing the risk, why there is a disconnect between these same business functions? I believe the problem stems from execution. Purchasing professionals often feel that vendor management professionals focused and concerned about the day-to-day relations with the outside vendors are negotiating. Vendor Management professionals believe that procurement professionals only concerned with chasing the next dollar savings and savings to hit targets in the relationship are willing to sacrifice. In my experience, this business unit is based on engagement, business objectives and risk seller without the intervention of the internal politics by being able to deliver inherited sponsors. All these factors will determine the engagement culture and behavior. (Carrideo, 2015)
那么，这两类都“保护公司的利益”，并致力于降低风险，为什么这些相同的业务职能之间存在脱节？我认为问题源于执行。采购专业人员通常认为，供应商管理专业人员专注于并关心与外部供应商的日常关系，正在进行谈判。供应商管理专业人士认为，采购专业人士只关心追求下一笔美元的节省和节省，以达到关系中的目标，他们愿意做出牺牲。根据我的经验，这个业务部门建立在敬业度、业务目标和风险卖方的基础上，没有内部政治的干预，能够提供继承的赞助商。所有这些因素都将决定参与文化和行为。
In this project the purchasing department always in contact with the vendor and check the quality and performance of the product and do the quality check of the machines by inviting the own technicians. Give the feedback to the supplier and give the feedback to improve the quality and send the quality report to the vendor. If the consignment not come on the time than discuss in the meeting and take the steps to product do not delay in the future. As well as also connect the vendor by telecommunication in the meeting.
本篇paper指出在这个项目中，采购部门总是与供应商联系，检查产品的质量和性能，并邀请自己的技术人员对机器进行质量检查。向供应商提供反馈，并提供改进质量的反馈，并将质量报告发送给供应商。如果发货没有按时到达，那就在会议上讨论并采取措施生产，以后不要拖延。以及在会议中通过电信连接供应商。本站提供给各国各专业留学生paper写作格式范文以及paper写作辅导，如有需要可咨询本平台。
