Question

求助 翻译

1、控制买方市场的主动权。将市场的主动权掌握在公司的手中，因为采购手中掌握的是利润分配问题。新项目的启动，采购的主动权很好掌握，通过招标，就可以选择供应商。但项目突然进行设计变更，往往主动权就在供应商手中。
2、做好供应链管理工作，建立诚信合作的长效机制。如果供应商对主机厂失去信心，进行一次性买卖的话，那么质量也不好控制，损失的还是公司。如果每次都是供应商吃亏，供应商就会经营不下去，生意也会做不长。只有双方建立诚信合作的互为依靠的发展战略，才能稳定产品质量、加强产品竞争，出现优胜劣汰的可持续发展的良好局面。

不要机器译的～～～

Answer 1

ontrol of buyer's market initiative. Will the market, the initiative is in the hands of the company, because the purchase of the hand is the profit distribution. The new project startup, purchasing, initiative, good mastery through bid invitation, can select the suppliers. But the project design, often change suddenly initiative in supplier.
To supply chain management, establish sincere cooperation mechanism. If the supplier for manufacturers, one-time business confidence, so the quality is bad, the loss of control or company. If every time is supplier will suffer, business, business will do not long. Only two establish sincere cooperation of mutual depend on development strategy, product quality, strengthen stability of competitive products, the sustainable development of the survival of the good situation.

Don't machine translation ~ ~ ~

Answer 2