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这些东西都来自于买方-供应商关系，可以支持研究进展。它可以产生专利，从而保护知识分子的资本。它还提供了在市场上推出新产品的机会。因此，这种能力通过知识转移来打开买方自身的关系。这可能会受到购买者对创新的需求的影响。因此，在这种关系中，政府的机制过程应该被用于这种关系中，以加强学习，从而有助于在涉及的双方中取得进展。买方内在价值的另一个来源是参考，它的使用可以影响一个组织中消费者的决定，因为它为其供应商创造了一定的市场资产价值，如声誉和公司品牌地位。供应商采用了许多步骤，如访问领导客户、处理活跃客户列表和成功案例(Scho nberger、Kaufmann和Weber, 2013)。它既可以提高可信度，也可以降低对买家风险的认识，从而达到潜在的目标。

内部关系被认为是声誉的来源。他们具有某些特征，可以在不同利益相关者的不同形式中领导积极的行为。不同类型的利益相关者，如忠诚，倡导，也在供应商的价值中扮演重要的角色，在采购过程中做出决策，这可能是一个供应商内在价值的良好指标。买方承认有形或无形的特性是不同的。从那以后，供应商与他在市场上的观察相比较。这些特性影响了客户的选择。该产品的价值的四个特征是，可靠性和技术特点，在分销方面的可靠性，在支持服务方面的专业知识，以及供应商形象的地位和声誉。由于买方可能需要新产品开发，其特性将会被成功地利用，而这仍然是试验。它的差异化优势是经济、行为、资源和关系的潜力。

The things come from the buyer- supplier relationship which can support the research progress. It can lead to generate patents and protect consequently the capitals which are intellectual. It also provides the opportunities to launch new products in the market. Thus the abilities turn on the relationship of the buyer itself through knowledge transfer. It could have been influenced by the demands of the buyers for innovation. Therefore, in this way, the mechanism process of the government should be used in such relationships to enhance learning that would assist to make progress for both the parties appropriately who are involved. The other source of the buyer’s intrinsic value is references, and the use of it can influence the decision of consumers in an organization as it generates a certain value of market assets for its suppliers, such as reputation and company brand position. The providers use many steps such as the visit to lead customers, processing a list of active customers and successful cases (Schönberger, Kaufmann and Weber, 2013). It can either enhance the credibility or reduce the awareness of the risk of a buyer to achieve a potential target.

The internal relationships are made to observe as the sources of reputation. They have certain characteristics which may lead the positive behavior in various forms on the part of different stakeholders. Different types of stakeholders are such as loyalty, advocacy, also plays a significant part in the supplier’s value, and making decision in the procurement processes that could be the good indicator of the intrinsic value of a supplier. The buyer recognizes the tangible or intangible features as differentiators. Thence, a supplier has compared to his observation in the market. These features influence the customer’s choice. The four identified characteristics of the value are, reliability and technological features, reliability in the dimension of distribution, expertise in the dimension of supporting services and the status and reputation of the supplier’s profile. As the buyer may require new product development, the characteristics would be successfully utilizable that still have been experimented. The differentiated benefits of it are economic, behavior, resources and potential of the relationships.

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供应链整合——供应商与买方的关系与参与的频率成正比。这使得供应商能够更好地了解客户。现有产品的整合和探索新领域可以获得更多的利益。买方-供应商交换-买方-供应商交换的结果总是在三种类型上有所不同，例如买方的价值、供应商的价值和与创造和捕获有关的价值。

在买方的价值部分，结果总是取决于买方和供应商之间的关系，以维持长期的关系，从而在财务上保证安全。它显示了一个巨大的期望，以获得更多的商业利润。非财务方面与供应商的价值创造有关，例如知识访问和技术访问。它的运行质量和声誉可以通过知识获取和技术来提高。它承认客户基础的扩展取决于声誉市场管理公司(帕克，2010)。非融资的视角提供了一些有吸引力的方面，以增加供应商的未来利润。它不需要建立一种没有必要的合作关系。买方内在价值的第一个来源是学习，使供应商能够发展能力。他们可以为供应商向买方提供的业绩作出贡献。

Supply chain integration – the supplier relationship with the buyer is directly proportional to the frequency of involvement. This allows the supplier to develop a better understanding of its customer. Consolidation of the existing products and exploring the new area for reaping more benefits can be attained. Buyer-Supplier exchanges-The Outcome of the exchanges of Buyer-supplier always varies on three types, such as the buyer’s value, the supplier’s value and the value related to the creation and capture. In the buyer’s value part, the outcomes always depend on the relationship of buyer and supplier for the maintenance of a long-term relationship which gives safety guarantee financially.

It shows a great expectation to achieve more business profit. Aspects of non-finance relate to the value creation for the supplier, such as the knowledge access and technology access. The quality of its operation and the prestige of it can be improved by the knowledge access and technology. It admits the expansion of the base of the customer depending on the reputation market management company (Parker, 2010). The perspective of non-finance gives the offer of some aspects that have the gravity to increase the future profits for the supplier. It does not need to establish a relationship of co-operation that is not necessary to it. The first source of Buyer’s intrinsic value is learning that enables the suppliers to develop the abilities. They can contribute to the progress of the performance of suppliers to the buyers.

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经济部分包括成本和交付;行为部分包括信任和共同的历史、沟通等。资源部分如产品组合和创新能力(Sharma和Joshi, 2008)。潜在的部分是导致一个更大的值网络——桥接，如地理位置和值网络中的位置。在建立和获取内在价值的过程中，在建立关系之前，公司需要分析其潜在合作伙伴的特征。这是一种确定哪些相关资源可以由供应商提供的路径。当关系建立时，这些特征被双方所认可。

关系的连续性是顾客感兴趣的来源。内在价值是属于一个来自所有资源的公司的利益的集合。接受和重组的价值可导致选择和维持某一供应商的选择。它还可以引导特定买家的选择和持续的进展作为供应商的目标。内在价值有一个一致的特征。内在的结果考虑了所有关于购买者和供应商之间关系的利益和牺牲的分析。结果反映了买方支付的意愿和供应商的机会成本。内在的结果本质上是单向的，当关系向前发展时，资源可以产生利益。有些关系可能会蔓延到以前的一方。这样的好处可能属于公司，并且真诚地与其他商业伙伴建立关系。

The economic parts are such as cost and delivery; the behavior parts are such as trust and common history, communication, etc. The resources parts are such as product portfolio and innovation capabilities (Sharma and Joshi, 2008). The potential parts are to lead to a larger value network –bridging such as geographical presence and the position in the value network. In the part of creation and capture of intrinsic value, before a relationship establishment, the firms need to analyze the characteristics of their potential partners. It is a path to identify which set of relevant resources could be provided by a supplier alternatively. Such characteristics are recognized by the parties when the relationship is built up once.

The continuities of the relationship act as the source of interest among the customers. The intrinsic values are the set of benefits which belong to a firm coming from all the resources. The acceptance and reorganization value can lead to the choice and the maintenance of a certain supplier alternatively. It can also lead the selection and continuous progress of a particular buyer as a target of the supplier. There is a consistent characteristic of the intrinsic value. The intrinsic outcome considers all the analysis of benefits and sacrifices involved in the relationship between the buyers and suppliers. The outcome reflects the buyer’s willingness to pay and the opportunity cost of the supplier. The intrinsic outcome essentially goes in a one-way direction where the resources can generate benefits once the relationship goes ahead. Some relationships can spill over to other previously which is owned by a party. Such benefits may belong to the firm and develop a relationship with other business partners genuinely.

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买方和供应商之间的关系是管理部门中非常宝贵和宝贵的关系之一。这种关系对于任何组织来说都是至关重要的。通过这种关系，组织可以了解市场状况。今天，买方的主要战术目标之一是试图减少买方直接交易的供应商数量。这可以通过计算供应商的系统，供应商的不同层次来完成。为了成为第一级的供应商，公司应该有能力为买方提供一些额外的价值。客户希望对他们在市场上销售的商品有一些限制(Turner, 2012)。

买方很强大，经常控制供应商。大多数供应商都证实，买家是双方关系中最重要的部分。这也是对购买者的受访者的估计。对于一个公司来说，要成为第一级的供应商，就有必要拥有对买方来说意义重大的大量资本。买方的基本能力是提供完全的制造品，在全世界范围内的客户完全可以信赖。购买者的基础能力的一个主要特征就是技术的发展。买家不断地骚扰，以得到更好的可用产品和建立新的产品。

The buyer-supplier relationship is one of the very valuable and precious relationships in the management line. This relationship is also crucial for any organization. Through this relationship, the organization can understand the market condition. Today one of the buyer’s major tactical objectives is to attempt to decrease the number of suppliers that the buyer is dealing straightly with. This can be accomplished by figuring systems of suppliers, with suppliers in diverse levels. To become a supplier on the first level, the company should have the ability to supply some additional value to the buyer. The customer wants that there should be some restrictions on the suppliers for the goods they are selling in the market (Turner, 2012).

The buyer is strong and frequently controls the supplier. A majority of the suppliers confirmed that the buyer was the more substantial as well as the main part of the relationship. This was also the estimation of the respondents of the purchaser. For a company to become a supplier on the first level, it is necessary to have right of entry to a serious mass of capital that is of significance to the buyer. The buyer’s basis capability is to provide complete manufactured goods on which customers worldwide can completely depend on. One of the main features of the purchaser’s basis capacity is the technology development. The buyer is incessantly annoying to get better the available products and build up new ones.

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供应链是一个组织的集合，它与不同来源的产品流和金融联系在一起。在市场环境的剧烈波动中，企业间关系的重要性大大增强。有效的买方-供应商关系总是有助于不确定性的交换和管理以及供应链效率的提高。合作伙伴之间的合作也很重要，以实现更好的供应，以应付增加的销售，在系统内使用较少的库存。缺乏关系会导致买卖双方之间的交易无效(Narayana Reddy, Appannaiah和Sathyaprasad, 2010)。

买方和供应商的关系和质量引起了全球管理者和学者的注意。关于买方-供应商关系理论的发展是一个最近的问题，但这是一个艰苦的理论，特别是在工业营销中。买方和供应商的整合为公司的发展提供了健康的条件。因此可以说，供应商和买方的健康关系对管理是非常重要的。同时也提出了公司的长期稳定和发展。

A supply chain is a collection of the organizations, which are linked to more than product flow and finance from different sources to the customers. During heavy fluctuations in the market conditions, the importance of inter-firm relations is greatly enhanced. The effective buyer-supplier relationship always assists in the exchange and management of uncertainty and the improvement in the efficiency of the supply chain. Cooperation among the partners is also important to realize better supply in response to the increased sales, with the use of less inventories within the system. The absence of relationship can lead to ineffective and inappropriate transaction between the buyer and seller (Narayana Reddy, Appannaiah and Sathyaprasad, 2010).

The buyer-supplier relations and qualities have drawn the attention of managers and academician around the globe. The development of theory on the buyer-supplier relationship is a recent issue, but the subject is a painstaking theory, especially in the industrial marketing. The integration of the buyer and supplier provide healthy conditions for the development of the firm. Thus it can be said that the supplier and buyer healthy relationship is very much important for the management. It also proposes the stability and growth of the company in the long run.

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提高效率——由于项目中材料需求的频率迅速增加，有助于买方与供应商建立友好关系。它还有助于更好地了解客户、市场和业务流程。随着更大的利益相关者的参与，业务的更大整合也随之增加。随着服务的改进，灰色区域也会减少。外包——可以外包的不重要的活动，可以更好地利用利益，从而更有能力发展买方与供应商之间的关系。它帮助购买者控制特定的产品，减少内部工作负载以提高效率。整合有助于减少供应商数量，形成更顺畅和有效的供应链。内部负荷的减少可以通过规模经济(Mathur, 2008)提供最小化成本的机会。

买方和买方之间的关系可以通过商业交易来定义，即销售和购买产品和服务。在采购材料方面，组织间的交易是非常重要的。管理的各个领域都表现出对建立这种关系的兴趣，这是由于业务条件的变化所需要的。发展供应商-买方关系的好处在全球范围内被接受。对供应商的礼遇有助于以可承受的成本采购最好的产品和服务。供应商在关键时刻的响应能力也增加了。

Increased efficiency – As the frequency of material requirement in the project is increasing rapidly, it helps the buyer to establish the friendly relationship with the supplier. It also helps in developing the better understanding of the clients, market and the business process. Greater integration of the business is increased along with greater stakeholder involvement. A gray area is mostly reduced along with the improvement of services. Outsourcing – the uncritical activities which can be outsourced to avail better benefits render more capability to develop the relationship among buyer-supplier. It helps the buyers in harnessing the particular product, and reduction in the internal workloads to increase the efficiencies.

Integration helps in reducing the supplier number, formation for more smooth and effective supply chain. Reduction in the internal loads can provide opportunity in minimization of costs through scale economy (Mathur, 2008). The supplier-buyer relationship can be defined by the transactions which are commercial in nature means selling and purchasing products and services. The dealings of the inter-organizational have been eminent in the procurement of the materials. The various field of management has shown interest in building such type of relationship, due to the need in the changing conditions of the business. Benefits of developing supplier-buyer relationship are accepted globally. The treatment of a supplier with courtesy helps in procuring the best products and services at affordable costs. Supplier probability of responsiveness in the critical times is also increased.

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价格波动一体化——价格波动的问题不是一个新现象。它会干扰项目的继续，是采购材料最敏感的问题。它要求对合同的数量和长度的预期成本进行精确加权。对于许多组织来说，确定准确的波动量是很重要的，这是可以调整的。对供应商来说，情况正好相反，因为它可以帮助开发承诺，确保价格平稳，特别是在长期合同中，以减少风险(Hutt和Speh, 2014)。任何组织的盈利能力也可以通过包括利润来保证。开放的图书政策和谈判的利润是完美的，允许双方从价格波动中获利。

降低成本——在合同初期建设中，建立成本较高。因此，通过与供应商建立持久的关系，可以达到降低成本的目的。有时，在合同规定的日期前重新招标或终止合同将大大增加成本，而不增加项目的收益。在这种情况下，买卖双方的关系有助于避免这种情况。

Price volatility integration – the problem of the price volatility is not a new phenomenon. It can disturb the continuation of the project, being the most sensitive issue for the procurement of the materials. It wants precise weighting of cost expectedness against volume and length of the contract. It is important for many organizations to establish the exact volume of volatility, which can be adjusted. The opposite is also sometimes true for the supplier, as it can help in developing commitment, to get surety in smooth pricing, especially in the long time contracts, for minimizing the exposure and risk (Hutt and Speh, 2014). The profitability of any organizations can also be ensured by including the margins into account. An open book policy and the negotiated margin are perfect which allows both parties to earn benefit from the fluctuations in pricing.

Reduced cost – during the in initial building of the contracts, the establishment cost is high. Thus by building the lasting relationship with the supplier, cost reduction can be attained. Sometimes, re-tendering or termination of the contract before the stipulated date increases the cost substantially, without any gain in the project. In such instance, the relations of buyer-supplier relationship help in avoiding such circumstances.

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在当今时代，企业的成功取决于与供应链伙伴的长期关系。只有了解彼此的利益，才能达到目的。这种关系只有在个体效率和通过使用不同的沟通技巧有效地传达自己的观点和看法时才能成功。只有当买家获得预期和可用产品的透明度(Mahajan, 2008)时，它才能有效。全球化给企业带来了提高产品质量、工艺质量、性能和服务质量的压力。各组织正在不断探索如何通过关注与供应商的关系来建立有效的供应链。

公司利用现有的资源来增加供应链，从而使他们对需求更有反应。外包也为利用供应商的能力和专长提供了另一个机会。员工之间的关系为公司提供了额外的优势。关系通信为产品隔离提供了一种方式，并为切换到不同的提供者和购买者带来了障碍。目前，大公司和小公司正在寻找与供应商合作的战略。在与供应商的健康关系的发展中，买方的利益有助于他以更低的成本获得改进的质量。在第一个阶段，它带来了产品质量和创新的改善，以及市场份额的增加(Jenster, 2005)。

The success of the business in the present era depends on the long term relationship with the supply chain partners. It can only be attained if there is understanding of the mutual gain. The relationship can only be successful if an individual efficiency and effectively communicates its own views and perception to other by using different communication techniques. It can only be efficient when the buyers get transparency on projected and available offerings (Mahajan, 2008). Globalization has brought organizations under pressure for improving the product’s quality, process quality, performance and service quality. Organizations are continuously exploring the ways for making the efficient supply chain by concentrating on the relations with the suppliers.