论文代写：供应链管理
第一阶段是计划阶段。这是供应管理的战略部分。管理者必须创建基于位置，仓库，交付模型，IT解决方案和选择的关键组件列表。供应链管理过程还必须考虑运输成本建模和仓库效率。该流程的第二阶段是强调确定原材料最可靠的供应商，这样生产过程不会受到影响。出现的具有挑战性的条件是跟踪供应周期以保持业务流动。计划的第三个方面是执行计划。这是一个设计良好的流程，可以满足现有计划，需要进行测试，包装和交付。作为过程执行的有机关系，它是交付阶段。
论文代写：供应链管理
这是供应链过程中的一个阶段，管理者有一个任务来交付正确数量的产品或服务。最后，这是对现有流程的回顾。这是管理他们的库存和解决管理问题。供应链经理的作用是满足对仓储，运输和库存等成本有利的战术变化。这些活动是日常管理等操作层面的工作，必须与业务目标保持一致。这些是企业为满足业务需要而必须考虑的一些必要因素。在这个过程中制定的应急计划必须与业务计划保持一致。它必须阻止“特立独行”购买的过程。这种特立独行的购买过程鼓励创新和行动发生在当下的刺激。但是，这不是一个有用的商业惯例。采购经理必须对参与业务的内部客户或利益相关者有正确的理解，并且他们必须有商业实践。
论文代写：供应链管理
The first stage is the planning stage. This is the strategic part of the supply management. The managers must create a list of key components that are based on the location, warehouse, delivery models, IT solution and selection. The supply chain management process must also factor in the transportation cost modeling and the efficiency of the warehouse. The second stage of the process is the emphasis on ascertaining the most reliable suppliers for the raw materials so that production process would not be impacted. The challenging conditions that arise are the supply cycle which is tracked to keep the operations flowing. The third aspect of the plan is to execute the plan of operation. This is the stage where there are well designed processes that are operated to meet the existing plans and it needs to be testing, packaging, and delivery. As an organic relation to the execution of the process, it is the delivering phase.
论文代写：供应链管理
This is the stage in the supply chain process where the managers have a task to deliver the product or service in right quantity. Finally, it is the retrospection of the process that is in place. This is managing their inventory and addressing the issues of the management. The role of the supply chain managers is to meet the tactical changes that would be beneficial to the costs like the warehousing, transportation, and inventory. These activities are operational level such as the everyday management so that they must align with the business goals. These are some of the imperative factors that must be considered by the business to meet the business needs. The contingency plans developed in this process must align with the business planning. It must discourage the process of “maverick” buying. This process of maverick buying encourages innovation and actions that occur at the spur of the moment. However, this is not a useful business practice. The procurement managers must have a proper understanding of the internal clients or the stakeholders that are involved in the business and they must have commercial practices.
