论文代写：日本制度的个案研究
以丰田(Toyota)等日本公司为例，研究了权力是如何从买方与供应商的关系中分离出来的。现在例如,精益生产实践和西方世界更多的人学习和使用的基于实践的公司,他们很大程度上是成功的,但在其他现有的模仿或即兴创作特点,文化可能会掩盖如何看到它的人。作者认为，当西方世界在利用另一种文化和国家的某些形式良好和成功的方面时，往往会忘记文化或历史的特定元素。正如Cox(2001)假设的那样，在供应买方交换的背景下，西方分析师可能会访问日本，他们会看到该国成功的商业实践。一旦他们看到商业惯例，他们就会希望在他们的国家复制同样的商业惯例。然而，因果关系是西方文化所理解的，这与日本文化有很大的不同。
论文代写：日本制度的个案研究
在供应买方的背景下，日本企业通常在垂直整合方面估值较高。纵向整合在历史上一直受到企业的强烈关注，企业认为纵向整合是一个非常必要的方面。当企业利用纵向整合时，仍然可以为非核心活动提供供给。通过这种方式，他们似乎很好地将两者结合起来。此外，我们还发现这些公司将其非核心业务外包出去，以确保像Cox(2001)所批评的主流模型那样，检查能力的好处。现在，当考虑制造业中的不同公司时，也可以观察到有效的控制和杠杆。现在，这让行业明白了有效的控制和供应买方的结果都是好的管理者。
论文代写：日本制度的个案研究
The case study of a Japanese company such as for instance Toyota shows how power got factored out of the buyer supplier relationships. Now for instance, the lean manufacturing practices and more were learned and used by the western world based on the practices of the company and they have been largely successful, but in the imitation or improvisation of other existing characteristics, it is possible that culture might have obscured how the person saw it. Authors argue that cultural specific or history specific elements might often get forgotten by the western world when they are making use of some well-formed and successful aspects of another culture and country. In the context of the supply buyer exchanges, as Cox (2001) hypothesizes, it could have so happened that western analysts would have visited Japan and they would have seen the successful business practices of the country. Once they saw the business practices, they would have wanted to replicate the same business practices in their county. However, cause and effect was what haven been understood by the western culture which is very different from Japanese culture.
论文代写：日本制度的个案研究
In the supply buyer context, Japanese companies usually pace a high value on their vertical integration. Vertical integration is historically followed strongly by the companies and the companies consider vertical integration as a much-needed aspect. When they make use of vertical integration, the companies can still supply for non-core activities to supplies. This way they seemingly have well placed combination of both. In addition, the companies are also found to outsource their non-core activities therein ensuring the benefits of checking for competencies as in the dominant model that Cox (2001) criticizes. Now effective control and leverage is also observed when considering different companies within the manufacturing industry. Now, this led the industry to understand that effective control and the outcomes of supply buyers were well managers.
