外文翻譯--降低供應商財務風險的五個最佳方法

1、<p>　　1875單詞，3280漢字</p><p><b>　　原文 </b></p><p>　　Five Best Practices to Mitigate Supplier Financial Risk</p><p>　　Material Source: Supply & Demand Chain Executi

2、ve,April 2010</p><p>　　Author: Kevin Cornish</p><p>　　As we dig out from the worst recession since World War II, some companies may be tempted to consolidate resources and scale back their risk

3、management efforts. But don't be fooled. A strategy like that is potentially disastrous. </p><p>　　After all, if we have learned anything over the past two years, it's that in today's volatile gl

4、obal economy, businesses need to pay more attention to risk, not less. Supplier financial risk, in particular, still looms large. Undercapitalized and overleveraged manufacturers the so-called "zombie suppliers"

5、; remain a significant threat, as do others that may be risking compliance, quality and your reputation simply because they need to cut costs. </p><p>　　In the past, "risk management" of the "

6、enterprise" refers to a company only, but the global economic crisis under, "enterprise" involves overall business environment - your suppliers, the supplier's supplier, your customers, your distributo

7、r, even your banker. In Sara Lee himself company, rising fuel and animal feed costs makes commodity prices soaring. Consumer products company is facing the transfer of consumer demand, people from hotel, back to home for

8、 dinner. "This is a double edged sword, </p><p>　　In a way, supply chain management ability is becoming a recession, but also of the heritage under the suppliers and customers of financial viability of

9、cautious assessment method. "Credit and suppliers in some degree of stability undoubtedly the &colleges in supply chain risk management ability." Kellwood company CEO Michael Kramer said, this is a company

10、with annual sales of $10 billion clothing manufacturer. "We talked with the supplier's supplier, ask them, 'you get paid?" if not, this means </p><p>　　In annual sales of $560 million dolla

11、rs in special glass and ceramics manufacturer Corning company, evaluate suppliers finances has risen to strategic level, purchasing team transformed into has financial credit analysis ability of the expert team. The seni

12、or vice President and chief financial officer, said, "we Rogus Mark in the account receivable strict management, also used in accounts payable. We analysis the key financial data, such as: working capital, investmen

13、t performance, investment re</p><p>　　Once the required data, this company procurement team according to supplier financial status, and other key performance indicators, such as: products and quality of mate

14、rials, data transparency, supply chain reliability of suppliers such as sorting. "The cost of a particular supplier, the greater the potential risk is higher." Rogus said, "it's about business continui

15、ty." </p><p>　　Of course "continuity" may need to "ruthless" and "flexibility" perfect combination. Kellwood company is combing supplier relations, "we often take orde

16、rs sent to China, to make full use of its advantages and cheap labor," the company's chief operating officer Michael Saunders said. "when the economic decline, we nervous and reduce inventory, but it could

17、cause another kind of risk, may not be able to meet the rapid increase in global demand. In the final hour we reach a supplementary agreement </p><p>　　Supplier continuity destruction would increase the risk

18、 for the entire supply chain are adverse within the parties. Financial supply chain improvement plan in an obvious source of the problems of their respective is suppliers and buyers of commercial factors to consider diff

19、erent. Supplier hope get payment, shorten the account receivable recycling days. But the buyer is thinking about as far as possible the delay payment is, prolong its accounts payable days. Banks are using structured fina

20、ncial</p><p>　　With the information technology and the development of economic globalization, competition between individual enterprise has been transformed into the competition between different supply chai

21、n. In the supply chain system, even in a supply chain members financial status, may also have stable enough to cause fatal blow throughout the supply chain, and even cause capital chain rupture. To fully understand the s

22、upply chain for the nodal enterprises of financial risks faced by the size and influence</p><p>　　1. Identify critical suppliers and define your relationship with each one. Most companies keep a watchful eye

23、 on a few strategic suppliers, but these days you need to cast an even wider net. Risk assessments today are multi-faceted, interrelated and often highly variable, depending on fluctuating market conditions, and that mea

24、ns even threats from a minor supplier can create ? or signal ? bigger problems throughout your supply chain. Sure, if you're looking for a way to kick off a supplier finan</p><p>　　2. Determine risk attr

25、ibutes that you need to monitor. Once you have prioritized your suppliers, decide on the particular financial risk attributes you need to monitor for each one. Consider factors such as the supplier's credit rating, t

26、he percentage of each supplier's revenue your company represents, immediate revenue and earnings information, stock price, Z-score, etc. Ultimately, settle on about a half-dozen key financial risk features for each s

27、upplier, so that you can attain a multi-dimens</p><p>　　3. Gather/update supplier information. After identifying the financial risk attributes you want to monitor, you need to gather the most up-to-date, rel

28、evant information about each of these characteristics. To achieve this goal, you'll have to access multiple data streams, including both third-party sources e.g., Lexis-Nexis and information acquired directly from th

29、e suppliers. For established suppliers, this task involves updating and/or supplementing data you probably already have on hand. For </p><p>　　4. Establish risk alerts. Regularly tracking key financial attri

30、butes for your suppliers is important. But that alone will do little to mitigate threats. You also have to launch a risk alert system that will let you know when one of your suppliers is underperforming financially. Esta

31、blish parameters that make sense for each supplier. For example, perhaps managers need to be notified if a strategic supplier misses two consecutive monthly updates. Or maybe it's more important that the alert is lin

32、</p><p>　　5. Create corrective action plans and follow through. The final step in establishing a supplier financial risk management strategy is to generate corrective action plans for suppliers that pose a t

33、hreat. If your alert system notifies you that a supplier's fiscal health is declining, you need to proactively address your concerns with the supplier and issue fair warnings for your intended course of action if the

34、 situation is not resolved. During this process, methodical follow-through is imperativ</p><p>　　Supply chains today are more global, more interconnected and, therefore, more complex than ever before. Combin

35、e this with a worldwide recession that left many suppliers in poor financial health, and it's easy to see why supplier risk management is quickly becoming a top priority on the corporate agenda. Monitoring a few stra

36、tegic suppliers is no longer sufficient. And even the old "80-20" rule you need a risk management strategy for only 20 percent of your suppliers; the others don't pose a "rea</p><p>　　The

37、good news is that it's not difficult to start mitigating supplier financial risk. A methodical, reasoned approach as outlined above will help diminish both the probability of a harmful event and the severity of its i

38、mpact, should one arise. In addition, instituting a robust supplier risk management strategy will enhance collaboration between you and your suppliers, and that, in turn, can unlock opportunities for even greater competi

39、tive advantage. </p><p><b>　　譯文 </b></p><p>　　降低供應商財務風險的五個最佳方法</p><p>　　資料來源:2010年4月《供應鏈和需求鏈高管》 作者:凱文科尼什</p><p>　　當我們發(fā)現(xiàn)自第二次世界大戰(zhàn)以來最嚴重的經(jīng)濟衰退發(fā)生時,有些公司可能會通過整

40、合資源來進行風險管理工作。但是,不要上當,這樣的策略可能會造成巨大的損失。 </p><p>　　畢竟,從過去兩年的經(jīng)驗中我們已經(jīng)知道,在當今動蕩的全球經(jīng)濟中,企業(yè)需要更加注重風險,特別是供應商的財務風險。對于資金不足和過度舉債的制造商(即所謂的“僵尸供應商”) 來說更是一個重大的威脅,他們想要降低成本,只能通過其他的方式來規(guī)范質量水平、維護自己的聲譽。 </p><p>　　在過去,只有

41、進行財務風險管理的公司才叫企業(yè),但在當今環(huán)境下,企業(yè)包括了所有的商業(yè)環(huán)境,包括供應商、供應商的供應商、客戶、經(jīng)銷商,甚至相關的銀行。消費品公司正面臨著消費需求的轉移,再加上燃料費和動物飼料成本上漲造成的產(chǎn)品價格上漲,使人們寧愿選擇回家吃飯,也不選擇去飯店。對于這種情況,薩拉李公司的首席執(zhí)行官喬治查珀爾解釋道:“這是一把雙刃劍,我們既可以提供食品服務,又可以提供零售服務。我們應該關心如何安排生產(chǎn),以適應這些變化。如果安排合理的話不僅可以節(jié)

42、省10%的管理成本,而且使投資更有效?！痹摴静捎昧鞲瘳敼芾砟Ｊ?注重生產(chǎn)過程和產(chǎn)品質量,現(xiàn)在減少了部分生產(chǎn)線。 </p><p>　　根據(jù)財務可行性方法的估計,供應鏈管理能力正在衰退。凱伍德公司是一個年銷售額達100億美元的服裝生產(chǎn)商,其首席執(zhí)行官邁克爾克雷默說:“信譽及供應商的穩(wěn)定性可以在某種程度上證明供應鏈的風險管理能力。如果我們問供應商他們是否收到貨款,如果沒有,這意味著他們的客戶已經(jīng)出現(xiàn)財務問題?！?

43、</p><p>　　在年銷售額達5.6億美元的特殊玻璃和陶瓷制造商康寧公司,評價其供應商的財務狀況十分重要,采購小組也都具備了專業(yè)的財務分析能力。該公司的高級副總裁兼財務主管馬克說:“我們對應收賬款和應付賬款都進行嚴格管理,我們分析主要的財務數(shù)據(jù)(如:營運資金,投資績效,投資成本回報率和凈資產(chǎn)收益率)來研究某項業(yè)務在將來是否會達到預期的市場增長率。我們也在尋找一些資料來評價供應商的盈利能力,確定他們是否在銀行貸

44、款以及貸款是否成功等等。” </p><p>　　采購小組在得到供應商的財務數(shù)據(jù)后,及時按照他們的財務狀況和其它關鍵指標(如:產(chǎn)品和原材料的質量、數(shù)據(jù)透明度、供應鏈可靠性等)對供應商進行排序。馬克說:“供應商的成本越高,遭遇風險的可能性也越大,也危及到公司發(fā)展的持續(xù)性。” </p><p>　　當然,“持續(xù)性”可能需要與“無情”和“靈活性”結合起來。凱伍德公司經(jīng)常把訂單發(fā)到中國,希望利用中

45、國的廉價勞動力。公司的首席執(zhí)行總裁馬克桑德斯說:“當經(jīng)濟衰退時,我們會緊張,如果只靠減少庫存可能會導致另一種風險,可能無法滿足全球客戶的需求。最后,我們與國內供應商達成一項補充協(xié)議,雖然可能收取10%到20%或更多的費用,但能滿足不斷增長的需求?！?</p><p>　　供應商在經(jīng)營過程中碰到挫折會使供貨企業(yè)和購買企業(yè)遭遇風險。以前,買方和賣方總是以自身利益為出發(fā)點來考慮問題。賣方企業(yè)希望盡快收回貨款,而買方企業(yè)

46、總是盡量拖延付款時間。漸漸地,買方企業(yè)發(fā)現(xiàn)與賣方企業(yè)合作并協(xié)助他們增收節(jié)支、提高效益能使自身獲得更大收益。因此,買方企業(yè)就有了互惠互利的意識,他們希望供應商獲得較低成本的融資,同時保障資金的充足,獲得較高的盈利能力。如果供應商的貸款利息高,成本也隨之提高,整個供應鏈就可能發(fā)生財務風險。 </p><p>　　隨著經(jīng)濟的發(fā)展,供應鏈也朝多元化發(fā)展。在供應鏈體系中,如果有一方財務狀況出現(xiàn)危及,整個供應鏈可能就會受到致

47、命打擊,甚至導致資金鏈斷裂。想要對供應鏈中各企業(yè)所面臨的財務風險的大小及影響程度有全面的了解并且能確定風險水平,對供應商的財務風險進行評估和監(jiān)管都是十分必要和迫切的。應該從哪里開始呢?是否有一定的步驟可以遵循以便建立一個綜合的供應商財務風險管理策略?為了幫助你開始,這里有五個最佳做法可以降低供應商的財務風險,可以幫助你更好地了解你與供應商的交往中存在的挑戰(zhàn)與機會。 </p><p>　　1. 識別重要的供應商以及

48、了解你們彼此之間的關系。大多數(shù)公司只對幾個重要的供應商保持警惕,但是現(xiàn)在你需要把網(wǎng)絡擴展地更廣泛?，F(xiàn)在的風險評估是多方面的,相互關聯(lián)的,往往也充滿變數(shù),它取決于市場情況波動,這意味著即使從次要的供應商那也可以獲得威脅信號,使整個供應鏈產(chǎn)生更大的問題。當然,如果你正在尋找一種方法來制定供應商財務風險管理策略,你首先要考慮的是最重要的供應商,一定要從廣義上確定“重要”的定義。與你有大額交易的供應商會最先出現(xiàn)在你的候選名單上。但是,不要忽視其

49、他重要的人。例如,一定要包括對你的業(yè)務至關重要的零件供應商,以及那些能提供獨特技術的供應商。你還應該加上那些通過你的投資(如時間、金錢、研發(fā))獲得利益的供應商和所有其他對市場波動的大小、位置等因素特別敏感的供應商。 </p><p>　　2. 確定你需要監(jiān)管的風險的屬性。一旦你對供應商排序之后,就要確定具體的財務風險的特點以便逐個加以監(jiān)管。你需要考慮的因素,比如有:供應商的信用評級的百分比,每個具有代表性的供應商

50、的總收入、直接收入和收益信息、股價、Z-score模型等。最后針對每個供應商財務風險的這六個關鍵特征進行研究,這樣就可以得到關于每個供應商的整體財政狀況的三維輪廓信息。 </p><p>　　3. 收集或者更新供應商信息。確定了你想要監(jiān)管的供應商的風險屬性之后,你需要收集關于這些特征的最先進最新的信息。為了實現(xiàn)這個目標,必須要從供應商那得到直接的信息以及其他多方面的數(shù)據(jù),包括第三方的數(shù)據(jù)(例如:全球學術資訊數(shù)據(jù)庫

51、)。對于已經(jīng)建立的供應商,這個任務就涉及到對已獲得信息的更新或補充。如果是新的供應商,那就要重頭開始,請不要害羞,拿起電話請求你的供應商提供給你你需要的信息。畢竟,任何一個成功的供應商風險管理策略都是建立在買方和賣方之間密切的合作和信息共享之上。此外,需要注意的是,風險管理過程中重要的一步還包括你對每個供應商的相關信息更換的頻繁程度。對于一些信息來說,每年的更新是非常有限的,而其他信息可能需要每季度或每個月都關注。為什么呢?因為當今實時

52、變化的庫存模型需要合作進行,以確保商品和服務進入市場具有可靠性和一致性。 </p><p>　　4. 建立風險警示。定期跟蹤關鍵的財務風險屬性對你的供應商是很重要的。但光憑這一點,不會減輕威脅,你必須建立一個風險預警系統(tǒng),這樣當你的某個供應商表現(xiàn)不佳的時候你就會得到消息。建立參數(shù),使得對每個供應商的研究有意義。例如,如果對重要供應商的信息連續(xù)兩個月沒有更新,也許就需要引起管理人員的注意了。或者,也許更重要的是對某

53、個反映出較差業(yè)務成果的季度報告的警惕,或者是對供應商的信用評級下降的警惕。到了這一步,必須要做的是“擁有”供應商的信息,并負責發(fā)出警報。你會發(fā)現(xiàn)將10個左右的供應商歸為一組很有用,然后你可以為每個供應商設置不同的監(jiān)管。 </p><p>　　5. 建立一個糾正行動計劃并貫徹。建立供應商財務風險管理策略的最后一個步驟是為幫助供應商解決所面臨的威脅而建立一個糾正行動計劃。如果你的警報系統(tǒng)通知你你的供應商的財政狀況正在

54、減弱并且情況無法得到好轉,那么你需要針對你關心的問題主動地向供應商發(fā)出警告。在這個過程中,按部就班地按計劃行事是十分必要的。畢竟,這個供應商財務風險管理策略的目的是為了減輕你的供應鏈中的威脅。如果一個供應商處在經(jīng)濟困難時期,你需要正視所面臨的問題。在必要的時候你可以對他提供擔保。反之,如果情況不能完全解決,你需要把你的事業(yè)和你的焦點轉向另一個供應商。 </p><p>　　當今的供應鏈越來越全球化,聯(lián)系也更加緊密

55、,因此情況也比往任何時候都復雜。結合全球經(jīng)濟衰退造成許多供應商財務狀況削弱的情況,也很容易理解為什么供應商風險管理能迅速成為企業(yè)議程上的首要任務。監(jiān)控一些重要供應商已經(jīng)不夠了,甚至這條古老的“80-20”規(guī)則(你只需要對20%的供應商進行財務風險管理,因為其他的供應商不會對你產(chǎn)生威脅)也變得越來越難防守?現(xiàn)在,風險評估通常是多方面的,相互關聯(lián)的,往往具有復雜的變量,它們取決于動蕩的全球經(jīng)濟。 </p><p>