摘要
欧洲供应商主要通过独家经销商、品牌代理或母公司驻中国销售公司进入中国市场。代理模式使得进口产品的采购成本增加,相关市场管理难度加大,但其桥梁作用在短期内暂不具备可替代性。目前中国工程企业在欧洲采购遇到的主要问题包括:采用不合格的海外分供商、物流商;工程询价项目设备供应商报价高;对海外供应商的控制力较弱;交货期延迟。为了有针对性地解决这些问题,中国工程企业应重视供应商资源,对其进行分级管理并加强与战略供应商的合作;提高海外采购中心的影响力,直接管理海外供应商;消除甲方思维,提高中国工程企业的履约能力;利用海外合资公司优势,提高国际化水平;对代理商进行信用制管理;加强对供应商全球业绩的考评。
European supplier enters the China＇s market primarily through its exclusive distributors, branding agencies or parent company＇s sale office in China. These business modes increase the purchase cost of imported products, and increase the difficulty of market management, while they role as bridges between China and Europe cannot be irreplaceable in the short term. Currently China＇s companies encounter a series of problems when purchasing products fxom Europe, such as adopting unqualified sub-suppliers and logistics providers; high quotation price for inquiry project; weak control for overseas suppliers; delivery delays. China＇s engineering enterprises should pay more attention to supplier resources, classify and strengthen the cooperation with strategic suppliers; increase the impact of overseas purchasing center, directly manage overseas suppliers; break the buyer＇s thinking and improve China engineering companies＇ credit and trustworthiness; take advantages of overseas joint ventures, enhance the level of intemationalization; improve the credit management system for sales agent or the third-party; strengthen evaluation system on suppliers＇ global performance.
出处
《国际石油经济》
2016年第4期73-77,共5页
International Petroleum Economics
关键词
工程企业
欧洲
供应商管理
供应链
海外采购中心
代理商
engineering enterprises
Europe
supplier management
supply chain
overseas purchasing center
brandingagency
