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Making for a good supply-chain player

机译:打造优秀的供应链参与者

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I am often asked what is needed to become an automotive supply company. Unless there is a known business need where you have been contacted then the answer is quite simple: cost. But it's also true to say that this is not the only metric. Behind the decision to introduce a new supplier a large amount of resource and effort is necessary, therefore the interested stakeholders want to understand the benefit before they start. I'm looking for a supplier that understands my business - make sure you do your homework on the products that we manufacture. Your company doesn't need to be big but it needs to be forward-thinking, it needs to be profitable, professional, and I need to know that you will be around for the long haul. Don't start by telling me you're not the cheapest... it really is a turn-off for a buyer. Basically, you are saying you are expensive, and I would be a rich man if I had been paid every time I had listened to this opening gambit.
机译:经常有人问我要成为一家汽车供应公司需要什么。除非有已知的业务需要与您联系,否则答案非常简单:成本。但也可以说这不是唯一的指标。在决定引入新供应商的背后,需要大量的资源和精力,因此,感兴趣的利益相关者希望在开始之前就了解其好处。我正在寻找了解我的业务的供应商-确保您对我们生产的产品进行功课。贵公司不需要做大,但需要有远见,需要盈利,专业,并且我需要知道您将长期存在。首先不要告诉我您不是最便宜的……对买家而言,这确实是一个拒绝。基本上,您是在说自己很贵,如果每次我听完这个开幕词后,我都会得到报酬,我就会是个有钱人。

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    《The Engineer》 |2016年第7874期|48-48|共1页
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