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本章英语论文将涵盖在跨文化企业供应商管理的全面的概述，特别是在中国。通过分别分析供应商管理和跨文化商务理论，在跨文化企业的供应商管理的理论观点将通过二次研究收集的数据支持了。最后但并非最不重要的，在中国的跨文化商务目前供应商管理概述（特别是沃尔玛）将提交。

因此，基于罩衫等人所做的研究（2007），（2004）和Bossert分支（2008），供应商管理的目标可以概括如下：

对供应商的管理，它通常是以对供应商的总成本的思考。

找到并集中表现最好的供应商，以维持组织或行业的数量和质量的产品或服务。

保持或进一步降低采购成本，提高供应商的整体性能。

确保对产品或服务的供应商的交货时间。

开发和维护良好的供应商关系和开发潜在的供应商。

通过加强与供应商的合作关系，组织或行业可以优化整个价值链。

This chapter will cover the comprehensive overview of supplier management in the cross cultural business, especially in China. By separately reviewed the theory of supplier management and the cross cultural business, the theoretical view of the supplier management in the cross cultural business will be presented by the support of the data collected via secondary research. Last but not least, the overview of the current supplier management in the cross cultural business in China (especially for Wal-Mart) will be presented.
Therefore, based on the research done by Smock et al (2007), Bossert (2004) and Branch (2008), the aim of the supplier management could be summarised as below:
- The management of the suppliers, it is normally taking consideration of the total cost for the supplier.
- Find and concentrate on the best performance suppliers in order to maintain the quantity and quality of the product or service for the organisation or the industry.
- Maintain or further decrease the purchasing cost while improving the overall performance of the suppliers.  
- Ensure the on time delivery of products or service from the suppliers.
- Develop and maintain the well supplier relationship and develop the potential suppliers.
- By improving the cooperation relationship with the suppliers, the organisation or the industry could optimise the entire value chain. 
For eons as described by Frederick (2010 https://www.51lunwen.org/sampleenglishpaper/ ), organisations have discovered that it is not purchasing inventories cost effectively that happens to be the determinant of real value-add element of the procuring process, but rather the existing rapport that subsists between the supplier and the buyer. Leeman (2010) asserts that as the demands of a purchaser as well as the capacities of the supplier are gradually getting into synchrony, the essential components of the supply chain are transformed into more efficient ones in terms of the costs involved and the overall efficiency.
1. The current strategies which Wal-Mart utilised in Supplier management in China
As the world largest retailer, Wal-Mart has its own established supplier management systems to manage the global and local suppliers with the lowest product cost and highest product variety in the industry. The strategy of Wal-Mart is to “enable everyday low prices and above average profitability by procuring, distributing and selling products, when and where needed, at lower cost than any competitors”. Globally, the merchandise replenishment cycle for Wal-Mart is no more than 48hours, which the entire cycle is presented in Figure 2. Being a supplier of Wal-Mart, it has to provide the right product at the right time with the shortest responsible time.

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