| dc.description.abstract | It has been more than two years since COVID-19 occurred. From the initial drop in demand and the recession, to the current boom in economic transactions, enterprises have experienced a decline in orders and revenue during the process, the number of purchase orders has decreased, and the utilization rate of production equipment has dropped. Supplier inventories rose and the world entered a brief recession.
Due to the isolation of people, the labor force in ports around the world has been greatly reduced, import and export flights have been stagnant for a short time, and international trade activities have been significantly affected. At the end of 2020, global central banks began to adopt capital easing policies, resulting in lower interest rates and capital flows in various financial markets. private consumption has recovered sharply, and terminal demand has increased sharply. Enterprises have begun to place orders one after another, and purchases have required suppliers to deliver early. Container shipping is in short supply, and soaring prices have led to a rise in global raw material prices.
In the third year of the outbreak of COVID-19, when the procurement of enterprises is still faced with rising procurement costs, delayed delivery of goods, and unavailability of container flights, they should switch to the original procurement model and use suppliers to evaluate excellent manufacturers. Improve its partnership, concentrate purchase orders, and transfer some orders to the spot market to reduce the production capacity pressure of factories; in addition, considering the rising cost of container shipping, it should actively seek supply chains in the consumer market and sign long-term contracts with shipping companies. contract to reduce transportation costs and improve the competitiveness of enterprises. | en_US |