搜搜做题作业网关于采购管理方面的英文翻译.字数多点最好
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关于采购管理方面的英文翻译.字数多点最好
A variety of evaluation procedures are possible; there is no best method or approach. The important thing is to make certain that some procedures are used. The manager must identify all potential suppliers for the item(s) being purchased. The next step is to develop a list of factors by which to evaluate each supplier. Management can use the variables mentioned in this text or develop another list. Once the factors have been determined, the performance of individual suppliers should be evaluated on each factor (e.g., product reliability, price, ordering convenience).
After evaluating suppliers on each factor, management must determine the importance of the factors to its particular situation. If, for example, product reliability is of paramount importance to the firm, that (actor will be given the highest importance rating. If price was not as important as product reliability, management will assign price a tower importance rating. Any factor that is not important to the firm will be assigned a zero.
The next step is to develop a weighted composite measure for each factor. This is done by multiplying the supplier's rating for a factor by the factor's importance. The addition of the composite scores for each supplier provides an overall rating that can be compared to other suppliers. The higher the composite score, the more closely the supplier meets the needs and the specifications of the procuring company.
In principle, this kind of analysis is not completely new to purchasing managers. Many decisions in?volve balancing one type of variable or characteristic against another. What is new and valuable about this approach, however, is that it makes the process of weighing variables explicit: Because it forces us to formalize the important elements of the purchasing decision, it helps us bring our tacit assumptions to the surface and questions our intuitive or habitual priorities.
The process of suppler selection is more difficult when materials are being purchased in international markets. However, more firms are buying raw materials, components, and subassemblies from foreign sources, primarily because of cost and availability. When a company utilizes foreign suppers it should have an understanding of some of the problems associated with international sourcing.
3、Quality Control
Although cost is one of the most important considerations in material acquisition, quality control is also vital. The initial purchase price of an item is only one element of the total cost. For example, some items are easier to work with than others and can save production costs. Materials of higher quality may require fewer fabrication processes or have a longer life span, thus resulting in lower overall product coats and/or higher prices for finished products. Companies must achieve some balance between the components of the acquisition process, namely price, cost, and value received.
After the quality level has been determined, usually by manufacturing, it becomes purchasing responsibility to secure the proper materials. The correct quality specifications must be given to suppliers. The vendor that offers the best cost/quality package should be selected. Quality level can be specified to suppliers in a variety of ways, including:
一种用以有效衡量产品质量好坏的方法是：一月一次将从不同供应商处所采购产品的金额数及在这月期间产品质量不合格的金额绘成图表,然后用后者的数据除以采购价值,算出不合格率.
通过将不同供应商所提供产品的不合格率进行对照分析,或者通过对比找出哪些供应商产品的不合格率高于平均水平,即可获知哪些供应商提供的产品质量较好.有许多种评估方法,然而很难找到最好方法,最重要的是要使用一些行之有效的方法.管理者必须确认所购产品的所有潜在供应商.下一步是开发一系列用于评估供应商的要素.管理人员可以运用本文中提及的变量,也可以开发其他变量.要素一旦确定后,就需要对每个供应商的每项要素（如,产品可靠性、价格、订单的方便性等）进行评估.
对供应商的每项要素评估后,管理人员必须确定每项要素在企业实际情况中的重要性,例如,产品可靠性是企业至关重要的因素,该要素的重要性得分就最高,如果价格没有产品可靠性重要,管理人员给价格重要性的分数就要低一些,任何不重要要素的重要性得分可定为0.
再下一步就是将供应商的要素得分与重要性得分相乘,算出每项要素的加权得分.每项要素的加权得分之和即是用于评估供应商的综合得分.综合分数越高,供应商越能满足采购企业的需求与规格要求.在原理上,这类分析法对采购经理来说并非是全新方法.许多决策需要将一种类型的变量或特征与其他的进行权衡.本方法的新颖之处与有价之处在于它使权衡变量过程明晰化,这主要在于它迫使我们明确采购决策的重要要素,有助于将问题公开化并对直观的或习惯性的优先选择要素进行审视.
在国际市场上采购物料时,对供应商的选择会更难些.然而由于成本因素和可获得性因素,许多公司从国外采购原材料、部件、装配件.当一个企业从国外采购物料时应对有关国际货源的某些问题做到心中有数.
3、质量控制
尽管成本是物料购置中最重要的考虑因素之一,质量控制也是至关重要的.一个项目的起初采购价格只是总成本的一个要素,比如：某些项目比其他项目更易于生产加工,并能节省生产成本；高质量的物料会减少制造过程；或有较长的使用寿命,结果使得产成品的总成本降低或可定较高的价格.
公司进行采购时,应对采购价格、（生产）成本及获得的价值进行权衡.产成品的质量水平确定后,采购回适当质量的物料即是采购部门的责任,他们应向供应商提交正确的质量采购规格.当然应选择那些质量好、价格优的供应商.向供应商提交的质量水平,可从以下几个方面考虑：
? 市场等级
? 商标
? 商业标准
? 化学或物理标准
? 性能标准
? 物料规格及制造方法标准
? 蓝图（工程图纸）
? 样品
? 合乎要求的产品目录
? 上述各种标准的组合
一个公司不应该花高成本购买高于生产部门所要求的质量标准的物料,除非营销与物流值得这么做,采购质量不必要地超过标准会不必要地追加最终产品的成本.
After evaluating suppliers on each factor, management must determine the importance of the factors to its particular situation. If, for example, product reliability is of paramount importance to the firm, that (actor will be given the highest importance rating. If price was not as important as product reliability, management will assign price a tower importance rating. Any factor that is not important to the firm will be assigned a zero.
The next step is to develop a weighted composite measure for each factor. This is done by multiplying the supplier's rating for a factor by the factor's importance. The addition of the composite scores for each supplier provides an overall rating that can be compared to other suppliers. The higher the composite score, the more closely the supplier meets the needs and the specifications of the procuring company.
In principle, this kind of analysis is not completely new to purchasing managers. Many decisions in?volve balancing one type of variable or characteristic against another. What is new and valuable about this approach, however, is that it makes the process of weighing variables explicit: Because it forces us to formalize the important elements of the purchasing decision, it helps us bring our tacit assumptions to the surface and questions our intuitive or habitual priorities.
The process of suppler selection is more difficult when materials are being purchased in international markets. However, more firms are buying raw materials, components, and subassemblies from foreign sources, primarily because of cost and availability. When a company utilizes foreign suppers it should have an understanding of some of the problems associated with international sourcing.
3、Quality Control
Although cost is one of the most important considerations in material acquisition, quality control is also vital. The initial purchase price of an item is only one element of the total cost. For example, some items are easier to work with than others and can save production costs. Materials of higher quality may require fewer fabrication processes or have a longer life span, thus resulting in lower overall product coats and/or higher prices for finished products. Companies must achieve some balance between the components of the acquisition process, namely price, cost, and value received.
After the quality level has been determined, usually by manufacturing, it becomes purchasing responsibility to secure the proper materials. The correct quality specifications must be given to suppliers. The vendor that offers the best cost/quality package should be selected. Quality level can be specified to suppliers in a variety of ways, including:
一种用以有效衡量产品质量好坏的方法是：一月一次将从不同供应商处所采购产品的金额数及在这月期间产品质量不合格的金额绘成图表,然后用后者的数据除以采购价值,算出不合格率.
通过将不同供应商所提供产品的不合格率进行对照分析,或者通过对比找出哪些供应商产品的不合格率高于平均水平,即可获知哪些供应商提供的产品质量较好.有许多种评估方法,然而很难找到最好方法,最重要的是要使用一些行之有效的方法.管理者必须确认所购产品的所有潜在供应商.下一步是开发一系列用于评估供应商的要素.管理人员可以运用本文中提及的变量,也可以开发其他变量.要素一旦确定后,就需要对每个供应商的每项要素（如,产品可靠性、价格、订单的方便性等）进行评估.
对供应商的每项要素评估后,管理人员必须确定每项要素在企业实际情况中的重要性,例如,产品可靠性是企业至关重要的因素,该要素的重要性得分就最高,如果价格没有产品可靠性重要,管理人员给价格重要性的分数就要低一些,任何不重要要素的重要性得分可定为0.
再下一步就是将供应商的要素得分与重要性得分相乘,算出每项要素的加权得分.每项要素的加权得分之和即是用于评估供应商的综合得分.综合分数越高,供应商越能满足采购企业的需求与规格要求.在原理上,这类分析法对采购经理来说并非是全新方法.许多决策需要将一种类型的变量或特征与其他的进行权衡.本方法的新颖之处与有价之处在于它使权衡变量过程明晰化,这主要在于它迫使我们明确采购决策的重要要素,有助于将问题公开化并对直观的或习惯性的优先选择要素进行审视.
在国际市场上采购物料时,对供应商的选择会更难些.然而由于成本因素和可获得性因素,许多公司从国外采购原材料、部件、装配件.当一个企业从国外采购物料时应对有关国际货源的某些问题做到心中有数.
3、质量控制
尽管成本是物料购置中最重要的考虑因素之一,质量控制也是至关重要的.一个项目的起初采购价格只是总成本的一个要素,比如：某些项目比其他项目更易于生产加工,并能节省生产成本；高质量的物料会减少制造过程；或有较长的使用寿命,结果使得产成品的总成本降低或可定较高的价格.
公司进行采购时,应对采购价格、（生产）成本及获得的价值进行权衡.产成品的质量水平确定后,采购回适当质量的物料即是采购部门的责任,他们应向供应商提交正确的质量采购规格.当然应选择那些质量好、价格优的供应商.向供应商提交的质量水平,可从以下几个方面考虑：
? 市场等级
? 商标
? 商业标准
? 化学或物理标准
? 性能标准
? 物料规格及制造方法标准
? 蓝图（工程图纸）
? 样品
? 合乎要求的产品目录
? 上述各种标准的组合
一个公司不应该花高成本购买高于生产部门所要求的质量标准的物料,除非营销与物流值得这么做,采购质量不必要地超过标准会不必要地追加最终产品的成本.