IPT组织模式是为了缩短产品的开发周期而建立的跨职能团队。IPT的建立降低了供应商管理职能的协调难度,但是也带来了供应商管理人员隶属不清、职业规划受限等问题。建议IPT内的供应商管理人员加强同IPT及职能部门双方的联系;某些供应商管理职能集中由供应商管理部门统一规划;给IPT内供应商管理人员提供更多职业发展机会。 The IPT organizational model is a cross-functional team created to shorten the product development cycle. The establishment of IPT has reduced the coordination difficulty of supplier management functions, but also brought some problems such as unclear supplier management staff and limited career planning. It is recommended that supplier managers within the IPT strengthen their contacts with both the IPT and the functional departments; some supplier management functions are centrally planned by the supplier management department and provide more career opportunities for supplier managers within the IPT.