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在三个不同的领域中，买方供应电力对管理、价值创造、资产利用和成本优化(Hingley et al.， 2015)有好处。资产利用的作用表明，发展的重点是与供应商网络的创新和技术相匹配，从沃尔玛的案例中可以看出。

另一个航空制造公司(AMI)的例子是它成为Easton的第一个客户，Easton组织提供XPX组件。这个案例是为了解释买方-供应商权力和交换结果对管理层的重要性。考虑到AMI和Easton都处于战略供应伙伴关系的6年，其中XPX组件一直由Easton提供给AMI (Poppo和Zhou, 2014)。协议的条款是在建立战略伙伴关系之前确定的。因此，从伊斯顿的结束的安排的基础是它的权力地位，因为这是一个成本加安排由伊斯顿提供。这是由于它相对较低的权力地位，因为它试图从AMI获得业务，因为它是第一个客户。这为Easton提供了4%到5%的利润，因为供应商的选择使AMI的权力地位更加强大。然而，在6年的合同期内，作为供应商的Easton继续向XPX组件提供改进和发展，并升级到XPX III (Pulles et al.， 2014)。这一开发提供了与其他2个潜在供应商相比，Easton的XPX III的功能、有效性和成本优势。

There are three distinct domains wherein the buyer supply power benefits the management, value creation, utilization of asset and cost optimization (Hingley et al., 2015). The role of asset utilization suggests the development that focuses on matching the innovations and research and development of the organization with the innovations and technologies of supplier networks as evident from the case of Walmart.

Another example of Aerospace Manufacturing, Inc. (AMI) is taken in which it became the first customer of Easton, The organization of Easton supplied the XPX components. This case is taken in order to explain the importance of the buyer-supplier power and the exchange outcomes to the management. It is to consider that AMI and Easton both were in a strategic supply partnership for six years wherein the required XPX component was constantly supplied by Easton to AMI (Poppo and Zhou, 2014). The terms of agreement were defined prior to forming the strategic partnership. Hence, the basis of the arrangement from the Easton’s end was its power position due to which a cost plus arrangement was offered by Easton. This was performed due to its relatively low power position than AMI as it was attempting to obtain the business from AMI since it was the first customer. This provided a 4 to 5 per cent of profit for the Easton as the power position of the AMI was stronger due to the options of suppliers. However, during the six years of contract, Easton as a supplier continued to make advancements and developments to the XPX component offered and it was upgraded to XPX III (Pulles et al., 2014). This development provided with increased functionality, effectiveness and cost advantage as compared with the other 2 potential suppliers with the Easton’s XPX III.

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尽管买方供应商的权力对管理和供应组织都很重要，但从管理的角度来看，增加对供应商的关注将会给组织带来价值。这是通过降低组织在持续的基础上所经历的成本(Poppo和Zhou, 2014)来进行的。研究表明，超过50%的机械化组织预算用于供应本身。这为组织的管理提供了一个关键的动机，以确定这些供应商的职能，以降低组织的成本，从而为本组织节省成本。

买方-供应商的权力和买方-供应商交换的结果对于管理从多种角度来说是至关重要的。购买者和供应商链接的重要性可以从多个组织领域中看到，因为长期和强大的买方供应商的力量可以在创建新产品线的过程中为组织的发展做出贡献(Pulles et al.， 2014)。新产品线的引入是业务的一个重要组成部分，有助于产品多样化、成本领先、产品差异化和市场份额的增加以及品牌意识。买方-供应商的权力尤其重要，因为与组织管理紧密合作的战略供应商可以为产品的设计提供有价值的投入。这是在组织和供应商确认的不断增长和不断变化的需要的基础上完成的。这样的关系也可以产生资源的协同效应(Reimann et al.， 2017)。与供应商的管理战略联盟有助于降低成本，提高产品投放市场的速度，降低交易成本。

Even though the buyer-supplier power is important for both the management and the supplying organization, from the management’s point of view delivering increased amount of focus on the suppliers will result in providing value to the organization. This is conducted by lowering the cost that are experienced by the organization on an ongoing basis (Poppo and Zhou, 2014). The research has indicated that more than 50 per cent of the mechanized organizational budget is spent on the supplies itself. This provides a critical motivation to the management of organization for identifying such suppliers that function with the focus on reducing the cost of the organization which will enable the cost saving benefits for the organization.

The buyer-supplier power and the outcomes of the buyer-supplier exchanges are essential for the management from multitude of perspectives. The importance of the buyer and supplier link can be viewed from a number of organizational areas as the long term and strong buyer-supplier power can contribute to the organizational development in the process of creating new product lines (Pulles et al., 2014). The introduction of new product lines is a critical component of business that facilitates product diversification, cost leadership, product differentiation and increase in market share along with brand awareness. The buyer-supplier power is especially important as the strategic suppliers that work closely with the management of organization can provide valuable input for the design of the product. This is done on the basis of the growing and changing needs recognized by the organization and supplier. Such relations can also create synergy of resources (Reimann et al., 2017). The strategic alliance of the management with suppliers facilitate the reduction of cost, increased speed of product placement in market and reduced cost of transaction.

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有几个与供应商的组织战略伙伴关系，他们利用供应商的专业知识来确定新产品设计的低成本原材料。供应商的这种贡献对于降低新产品生产线的产品成本至关重要。同样地，提供产品与成本领先战略和及时供应链模型的组织实际上依赖于供应商。这种依赖是基于供应商的能力和贡献来满足客户的需求(Rita和Krapfel, 2015)。

在这样的模型中，与供应商形成战略伙伴关系，使其在组织的多个过程中包括供应组织，以消除效率低下并在市场中获得竞争优势，这一点变得非常重要。买方供应商的权力提供了降低风险，提高质量和减少资本投资。供应商在支持工艺流程执行和减少环境影响方面发挥了重要作用(Tangpong et al.， 2015)。这被认为是供应商仍然是一个外部的一方，它向组织交付所需的组件和材料。这是为了使它能够开发新产品或零售所采购的产品。

There are several organizational strategic partnerships with the suppliers that have leveraged the expertise of their suppliers to determine the low cost raw material for the design of new products. Such contributions from the suppliers are of key importance in reducing the product cost for new product lines. Similarly, the organizations that provide with the product with cost leadership strategy and just in time supply chain models are actually dependent on suppliers. This dependence is based on the competence and contributions of the suppliers to meet the demands of their customers (Rita and Krapfel, 2015).

In such models, it becomes important that the strategic partnership is formed with the supplier to include the supplying organization across multiple processes of organization in order to eliminate the inefficiencies and achieve a competitive advantage in the market. The buyer-supplier power provides with the reduced risk, quality enhancements and capital investment reduction. The suppliers further play a vital role in supporting the technological processes execution and reducing the environmental impact (Tangpong et al., 2015). This is considered as the supplier remains an external party which delivers with the required component and material to the organization. This is performed in order to enable it to develop either new products or to retail the products procured.

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根据研究人员的研究，战略方式的供应链管理更加强调了买方和供应商之间的紧密联系和加强的纽带，以利用这种联系所带来的利益。买家正在与该组织的战略供应商(Habib et al.， 2015)日益密切的联系。研究人员认为，组织的管理逐渐认识到建立一个强大的买方-供应商权力和买方-供应商交换结果的重要性，因为这些实践已经提供了明确的和有利的结果。

学术学者和研究人员认为，随着越来越多的组织发展战略性的供应商合作关系，与战略供应商的支持关系的重要性正在显现。一旦完成，这些组织就会立即在运营市场中获得竞争优势(Hingley et al.， 2015)。研究人员指出，为了与战略供应商建立大范围的关系，重要的是买家不仅要意识到，而且还要重视其他供应商的关键优势。其中一个重要的因素是，从战略供应链管理的角度来看，组织成功是一个依赖的变量。研究人员认为，对买方-供应商权力和后续交易的有效管理不仅能使价值创造，而且还能提高组织的绩效。

According to the researchers, the supply chain management of strategic manner is placing more emphasis on the close affiliation and strengthened bond of the buyer and supplier in order to avail the benefits that can be derived from this association. The buyers are growingly developing closer links with the strategic suppliers of the organization (Habib et al., 2015). It is argued by the researchers that the management of organizations is gradually recognizing the importance of establishing a strong buyer-supplier power and the buyer-supplier exchange outcomes as these practices have provided with the defined and advantageous results.

The academic scholars and researchers suggest that the significance of the supportive relations with the strategic supplier is surfacing as increasing number of organizations develop strategic supplier partnerships. Once this is performed, the organizations immediately attains a competitive edge in the operating markets (Hingley et al., 2015). The researchers indicated that in order to develop large range of relationships with the strategic suppliers, it is important that the buyers not only realize but also appreciate the key strengths of the other suppliers. One of the factors that in particular make the buyer-supplier power important to the organizational management is that the organizational success becomes a dependent variable from the viewpoint of strategic supply chain management. It is implied by the researchers that the effective management of the buyer-supplier power and subsequent exchanges can not only enable the value creation but also it can result in enhancing the performance of organization.

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本文着重讨论了买方-供应商权力的重要性和基于买方-供应商的交换结果对组织管理的重要性。这篇文章的主要关注点仍然是买方供应商的权力对管理的重要性以及它如何变得重要(Buciuni和Mola, 2014)。为了评估买方-供应商权力的重要性，需要对最近的期刊文章、书籍和论文进行审查，以获得最可靠、最可靠和最新的关于买方-供应商协会的信息。

通过研究发现，买方-供应商的权力最终成为越来越受到商业研究和学术研究领域的关注的领域。许多研究人员断言，为了增加市场地位和获得竞争优势，与分包商和其他组织的密切联系不仅至关重要，而且迫在眉睫(Chicksand, 2015)。从全球化和国际化的影响已经在世界范围内实现以来，网络经济是一个普遍的讨论话题。研究人员认为，网络经济使这些组织和市场能够以一种相互关联的方式前进，从而获得市场的额外份额，并保持已经存在的地位。此外，组织与其他公司直接竞争可获得的竞争性自然环境(Elking et al.， 2017)。然而，在竞争环境中，由于买方供应商的力量被削弱，并且出现了输赢的情况，供应商往往被买方对待。激进组织通过与供应商建立战略合作伙伴关系来解决这一问题。

This essay focuses on discussing the importance of the buyer-supplier power and the buyer-supplier based exchange outcomes to the management of organization. The primary focus of the essay will remain on the extent to which the buyer supplier power is essential to management and the how it becomes important (Buciuni and Mola, 2014). In order to evaluate the essentiality of the buyer-supplier power, it is required that the recent journal articles, books and papers are reviewed for obtaining the most credible, reliable and latest information on the buyer-supplier association.