英语翻译不要在线翻译工具翻译的~In addition,Stratton points out that Goodyear's regional logistics procurement teams now understand they are "not on an island" in dealing with carriers.Goodyear's purchasing team has also asked its carri

英语翻译不要在线翻译工具翻译的~In addition,Stratton points out that Goodyear's regional logistics procurement teams now understand they are "not on an island" in dealing with carriers.Goodyear's purchasing team has also asked its carri
英语翻译
不要在线翻译工具翻译的~
In addition,Stratton points out that Goodyear's regional logistics procurement teams now understand they are "not on an island" in dealing with carriers.Goodyear's purchasing team has also asked its carriers to assign a single global account contact to deal with Goodyear on a global basis to ensure that higher-level issues get resolved.
"Through our organization,they now have access to carriers at a very high level,which can help get any local or regional issues resolved," he says."We can go to the carriers with one voice now."
For P&G,centralizing the logistics spend allowed the company to gain much deeper spend visibility and expand business opportunities for its best suppliers while rationalizing its overall logistics supply base.
"One of the benefits of centralizing is you can aggregate your spend globally and engage suppliers more strategically," says Antonio."We like to say that P&G purchasing professionals are farmers,not hunters.We seek to cultivate,grow and nurture the best supplier relationships."
"Our best suppliers are now able to explore commercial growth opportunities with a single organization that is leveraging P&G's $4.5 billion spend in logistics," says Antonio."This is a huge incentive for our suppliers to bring their best ideas and capabilities to P&G and leverage our ability to commercialize them.This was difficult to do in the past,when we were tendering discrete fragments of business around the world in a less coordinated fashion."
For top suppliers,this is good news,but for the low performers,it is an incentive to step up and improve their business,he says,adding that P&G has trimmed its logistics supply base down from 1,400 to 1,200 suppliers.
Another benefit in creating a central logistics purchases organization is the amount of logistics bidding and sourcing activity that is accomplished."There are sourcing events-either a competitive tender or a supplier negotiation or sourcing analysis work-going on all the time around the world," says Antonio.
One of the tools P&G uses to streamline its logistics sourcing work is a bidding application from Pittsburgh-based CombineNet.For example,Antonio says P&G recently tendered its North American transportation business and bid out several thousand lanes across 150 suppliers in North America worth about $1 billion.
"For a network of this size and scale,the number of combinations to evaluate is staggering,and can't be handled by using spreadsheets," Antonio says."CombineNet's capabilities allow you to identify the 'sweet spot' for business allocations based on your goals and business rules for cost reduction,service levels,supplier diversity targets,and incumbency levels."
P&G's logistics purchases team has also standardized its logistics contracts to simplify the contracts writing and approval process and get new suppliers on-board more quickly.

英语翻译不要在线翻译工具翻译的~In addition,Stratton points out that Goodyear's regional logistics procurement teams now understand they are "not on an island" in dealing with carriers.Goodyear's purchasing team has also asked its carri
此外,斯特顿指出,固特异的区域物流采购团队现在明白与运输公司合作“不是在一个岛上”.固特异的采购团队也要求其载体指定一个单一的全球客户接触,以保证固特异在全局基础上解决更难的问题.
“通过我们的组织,他们现在有一个高水平的运输通道,这可以解决任何地方或地区问题,”他说.“我们现在可以说句话就到运输公司了.”
为宝洁公司集中物流开支能使公司获得更深入的支出可见度并为最好的供应商拓展商机.同时合理化它的整体物流供应基地.
"集中化的一个好处就是你可以计算出整体花费,并且向供应商有策略性保证”安东尼奥说“我们想说,宝洁公司采购专业人员更像农民,而不是猎人.我们设法培养、提高和培养最好的供应商的关系.”
“我们最好的供应商现在可以用一个简单的组织探索商业发展机会,使宝洁公司花费在物流方面45亿美元”,安东尼奥说.“这对于我们的供应商来说是一个巨大的激励,能够使他们带来最好的思想和能力来扩大我们的能力使他们商业化.在过去,这是困难的,那时我们在全世界分散的投标而很少协调它们.”.
对于最好的供应商,这是一条好消息,但对于能力较低的供应商来说,它是一种激励,以加强和改善他们的生意,他补充说明宝洁公司精简了物流供应基地,从1400到1200个供应商.
创造一个中央物流采购组织的另一个好处是达到了物流与采购招标活动的数量.“无论是公开投标或和某个供应商谈判或分析采购工作,都能随时随地的发进货”安东尼奥说.
宝洁公司简化采购招标工作的一个手段是通过以匹兹堡为基础的联合网投标申请表.例如,安东尼奥说,宝洁公司最近向其北美运输公司出价了约为10亿美元,通过150供应商在北美地区投标了几千车道.
“对于一个网络的大小和规模,组合评价是惊人的,并且不能利用电子表格处理,”安东尼奥说.“联合网的能力,能够让你鉴定业务的“甜蜜部位”,依据你围了降低成本、服务水平、多样性供应商的目标,及在职期间的水平的目标和业务规则来规划.”
宝洁公司的物流采购团队也使它的物流管理合同标准化,来简化及合同的书写和审批过程并更迅速的得到新供应商.

此外，斯特拉顿指出，固特异的区域物流采购团队现在明白他们不是在一个小岛上“与运营商打交道。”固特异的采购团队，也要求其运营商分配一个单一的全球帐户的联系，以在全球基础上处理与固特异，以确保更高一级的问题得到解决。
“通过我们的组织，他们现在有一个非常高的级别的访问为运营商，它可以帮助获得任何本地或区域性问题得到解决，”他说。 “我们可以去航空公司以同一个声音了。”
对于宝洁，集中物...

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此外，斯特拉顿指出，固特异的区域物流采购团队现在明白他们不是在一个小岛上“与运营商打交道。”固特异的采购团队，也要求其运营商分配一个单一的全球帐户的联系，以在全球基础上处理与固特异，以确保更高一级的问题得到解决。
“通过我们的组织，他们现在有一个非常高的级别的访问为运营商，它可以帮助获得任何本地或区域性问题得到解决，”他说。 “我们可以去航空公司以同一个声音了。”
对于宝洁，集中物流花费让公司获得更深刻的开支透明度和扩大其最佳供应商的业务机会，同时精简其整体物流供应基地。
“对集中的好处之一是你可以收集您花更多的全球供应商和从事战略，”安东尼说。 “我们喜欢说，宝洁公司采购人员是农民，而不是猎人。我们力求培养，成长和培养的最佳供应商关系。”
“我们的最好的供应商现在能够探索各种单一的组织，是利用宝洁公司花费45亿美元在物流商业发展机会，”安东尼说。 “这是我们的供应商巨大的激励，使他们最好的想法和能力，为P＆G和利用我们的能力，以商业化他们。这是很难做的，过去，当我们在招标离散周围世界的业务碎片不太协调时尚。“
对于顶级供应商，这是一个好消息，但对于低演员，是一个诱因，加强和改进他们的业务，他补充说，宝洁公司削减其物流供应基地低于1400到1200的供应商。
另一个创造一个物流采购中心组织的好处是物流量和采购招投标活动，是完成的。 “有些采购活动，无论是竞争性投标或供应商或采购谈判分析工作，对所有世界各地的时间去，说：”安东尼奥。
这些工具宝洁一个用来简化其物流采购工作，是由总部位于匹兹堡的CombineNet投标申请。例如，安东尼奥说，宝洁公司最近投标北美运输业务和竞价出150个供应商几千线在北美约10亿美元。
“对于这种规模和网络规模，组合的数量来评价是惊人的，并且不能使用电子表格处理，”安东尼说。 “CombineNet的能力，让您识别'甜区的业务分配，在你的目标和降低成本，服务水平，供应商多样性目标的业务规则，与在职水平为基础。”
宝洁公司的物流采购小组还规范了物流合同，合同写作及简化审批程序，并获得新的供应商板上更快。

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