英语翻译In corporate purchasing,competitive scrutiny is typicall

英语翻译
In corporate purchasing,competitive scrutiny is typically limited to suppliers of items that are directly related to end products.With “indirect” purchases (such as computers,advertising,and legal services),which are not directly related to production,corporations often favor “supplier partnerships” (arrangements in which the purchaser forgoes the right to pursue alternative suppliers),which can inappropriately shelter suppliers from rigorous competitive scrutiny that might afford the purchaser economic leverage.There are two independent variables—availability of alternatives and ease of changing suppliers—that companies should use to evaluate the feasibility of subjecting suppliers of indirect purchases to competitive scrutiny.This can create four possible situations.
In Type 1 situations,there are many alternatives and change is relatively easy.Open pursuit of alternatives—by frequent competitive bidding,if possible—will likely yield the best results.In Type 2 situations,where there are many alternatives but change is difficult—as for providers of employee health-care benefits—it is important to continuously test the market and use the results to secure concessions from existing suppliers.Alternatives provide a credible threat to suppliers,even if the ability to switch is constrained.In Type 3 situations,there are few alternatives,but the ability to switch without difficulty creates a threat that companies can use to negotiate concessions from existing suppliers.In Type 4 situations,where there are few alternatives and change is difficult,partnerships may be unavoidable.

In corporate purchasing,competitive scrutiny is typically limited to suppliers of items that are directly related to end products.在公司采购中,竞争性的仔细检查一般仅限于与最终产品有关的项目供应商.With “indirect” purchases (such as computers,advertising,and legal services),which are not directly related to production,corporations often favor “supplier partnerships” (arrangements in which the purchaser forgoes the right to pursue alternative suppliers),which can inappropriately shelter suppliers from rigorous competitive scrutiny that might afford the purchaser economic leverage.就“间接”采购来说（比如计算机、广告、和法律服务等）,它们和生产没有直接关系,公司往往喜欢“供应商伙伴关系”（买方放弃寻找可选供货商的权利的安排）,这会不适当地让供应商逃避严格的竞争性仔细检查,而这本来可给予买方以经济的杠杆.There are two independent variables—availability of alternatives and ease of changing suppliers—that companies should use to evaluate the feasibility of subjecting suppliers of indirect purchases to competitive scrutiny.有两个独立的变量,公司应该用来评估使间接采购的供应商接受竞争性仔细的可行性,它们是：可选对象的可得性,以及更换供应商的难易.This can create four possible situations.这会产生四种可能的情况.
In Type 1 situations,there are many alternatives and change is relatively easy.Open pursuit of alternatives—by frequent competitive bidding,if possible—will likely yield the best results.第一种情况,有很多可选对象,且更换比较容易.如果可能的话,通过频繁的竞争性招标,公开的寻找可选对象,这很可能产生最好的结果.In Type 2 situations,where there are many alternatives but change is difficult—as for providers of employee health-care benefits—it is important to continuously test the market and use the results to secure concessions from existing suppliers.第二种情况,有很多可选对象,但更换比较难,就员工健康保健效益的提供者来说,继续测试市场,并利用这些结果从现有供应商那里确保优惠就很重要.Alternatives provide a credible threat to suppliers,even if the ability to switch is constrained.可选对象为供应商提供了实质性的威胁,尽管能否更换受到一定的限制.In Type 3 situations,there are few alternatives,but the ability to switch without difficulty creates a threat that companies can use to negotiate concessions from existing suppliers.第三种情况,可选对象不多,但更换没有困难,这就造成一种威胁,公司可以利用这一威胁与现有供应商谈判,从他们那里获得优惠.In Type 4 situations,where there are few alternatives and change is difficult,partnerships may be unavoidable.第四种情况,可选对象不多,更换也难,那就不可避免采用伙伴关系了.