十一月 7, 2017

论文代写:供应商成本控制方法

论文代写:供应商成本控制方法

供应商合作帮助阿尔迪将其低价维持在一个大水平。在成本控制方面,Aldi必须从头到尾工作,以确保它能够为客户提供最大的节省。对于阿尔迪来说,这是一个独特的战略优势。因此,在阿尔迪的具体环境中,供应商是一个重要的影响因素。以供应商为具体的环境,可以是a说的战略伙伴关系是由阿尔迪培育的。与竞争对手Woolworths和Coles相比,Aldi与供应商有着密切的合作关系。伍尔沃斯和科尔一直在研究传统的商业模式。传统的商业模式是超市基本扮演房东的角色,为品牌出租空间(Lambin,Chumpitaz和Schuiling,2007)。超级市场的投资是基于他们自己的研究,即销售和销售的方式,他们的租赁空间的零售只会在这一水平上发生。就价格而言,供应商在价格上不会有太多的发言权。价格通常由零售商决定,比如Woolworths和Cole。

论文代写:供应商成本控制方法

超级市场之所以这么做,是因为它们依赖于一个基于品牌的战略。他们卖的品牌越好,他们赚的钱就越多。另一方面,阿尔迪与供应商有一个更合理的谈判空间。它可以向供应商提供灵活的费率,并将其包括在价格谈判中。阿尔迪不相信品牌战略,但只投资于优质品牌。然而,对于同一款产品,它的库存并不超过两个品牌。对于这两个品牌的it股,它确保供应商只给出一个价格。他们没有货架分配或营销费用,这是Aldi控制客户总成本的一些方法。此外,Aldi在发布订单时提前支付给客户,Aldi供应商收到Aldi的支票,要求更多的供应商。这导致了20 – c的上升。供应商更快乐,这反映了Aldi业务模型的成功。

论文代写:供应商成本控制方法

The supplier collaboration is what helps Aldi sustain its low prices to a large level. In costs control, Aldi has to work from end to end to ensure that it is able to give maximum savings to the customer. This has been a unique strategic vantage point for Aldi’s. The supplier is hence a significant influence in the specific environment of Aldi’s. With the supplier as specific environment, it could be a said a strategic partnership has been fostered by Aldi. Aldi has a close collaborative relationship with its supplier compared to the competitors Woolworths and Coles. Woolworths and Cole have been working with a traditional business model. The traditional business model is one where the supermarkets basically act as landlords that lease out spaces for the brands (Lambin, Chumpitaz and Schuiling, 2007). Supermarkets are invested in brands based on their own study of what sells and how to sell it and their retailing of the lease space will happen only with respect to that level. In terms of price to supplier, the supplier will not have much of a say in the price. Prices are usually dictated strongly by the retailer, like Woolworths and Cole.

论文代写:供应商成本控制方法
The reason that super markets do this is because they rely on a brand based strategy. The better the brand they sell, the better they make a profit. On the other hand, Aldi has a more reasonable negotiation space with its suppliers. It can offer flexible rates to the suppliers and includes them in the negotiation for price. Aldi does not believe in the brand strategy, but does invest only in quality brands. However, for the same product, it does not stock more than two brands. For the two brands it stocks, it ensures that suppliers are given one price only. They do not have a shelf allotment or marketing fee, which are some of the ways Aldi controls total costs to the customer. In addition, Aldi pays its customers upfront when placing an order and the Aldi supplier gets a check from Aldi, asking for more suppliers. This has resulted in 20-c per cent uplift. Suppliers are happier and this reflects in as success in the Aldi business model.

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