Razer (Asia-Pacific) Pte Ltd.

회사의 성과는 공급업체에 크게 의존합니다. 따라서 신뢰할 수 있는 파트너 네트워크(공급업체, 딜러 및 제조업체)는 기본 요소입니다. 선하증권에서 __Razer (Asia-Pacific) Pte Ltd.__의 14개의 국제 공급업체 가 확인되었으며, 이들이 회사가 의존하고 있는 업체들입니다. 예를 들어, Công TY Tnhh G.Tech Technology Việt Nam 회사는 17 건의 상품 배송 을 수행했습니다.

2 내에서 발견된 공급업체 국가 중 제품 구매의 주요 공급처는 베트남 입니다. 해당 지역에서 1,420 개의 상품 발송이 확인되었습니다.

Razer (Asia-Pacific) Pte Ltd.의 국제 조달 과 14개의 공급업체 에 대한 개요를 Company Transparency를 통해 확인하세요.

일반적으로 Razer (Asia-Pacific) Pte Ltd. 의 공급망 또는 공급 네트워크는 두 가지 관점에서 구분할 수 있습니다:

• 공급자 측면 (Tier-1 공급자는 직접 공급자, Tier-2는 Tier-1 공급자의 공급자, Tier-n은 Razer (Asia-Pacific) Pte Ltd. 공급 네트워크의 모든 레벨에서 공급자입니다).
• 구매자 측면 (Tier-1 구매자는 직접 구매자, Tier-2는 Tier-1 구매자의 구매자, Tier-n은 Razer (Asia-Pacific) Pte Ltd. 유통 네트워크의 모든 레벨에서 구매자입니다).

비즈니스의 안정성과 연속성을 보장하기 위해 공급망이나 공급 네트워크는 외부 영향이 Razer (Asia-Pacific) Pte Ltd. 에 가할 수 있는 피해를 최소화하도록 구성되어야 합니다. 이것은 조달 분야(공급자의 손실은 대체 공급자가 보완해야 함)와 판매 분야(구매자의 손실은 대체 구매자가 보완해야 함) 모두에 적용됩니다.

일반적으로 리스크는 상품의 비가용성, 생산의 축소 또는 중단, 비즈니스 파트너의 손실 가능성, 또는 준수 규칙 위반(예: 환경 보호, 노동법)으로 인해 공급 네트워크에서 제외되는 것으로 간주될 수 있습니다.

이 리스크는 반드시 직접적인 비즈니스 파트너(Tier 1)에만 국한되지 않으며, 충분한 대체 공급자와 구매자가 마련되지 않은 경우 전체 공급망에 영향을 미칠 수 있습니다.

Get an overview of the international supply chain of Razer (Asia-Pacific) Pte Ltd. (upstream/procurement and downstream/sales) from Tier-1 to Tier-n

E.G.: Tier 1 supplier Công TY Tnhh G.Tech Technology Việt NamTier-1 Buyer Razer USA Ltd.

ABRAMS world trade wiki는 첫 번째 계층(Tier-1)의 직접 공급자와 고객뿐만 아니라, Supply Chain Intelligence 도구에서 한 번의 클릭으로 여러 계층(Tier-n)에 걸친 공급 네트워크에 대한 포괄적인 인사이트를 제공합니다.

Each tier in the supply chain or supply network on the supplier side of Razer (Asia-Pacific) Pte Ltd. involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.

If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening and therefore stabilizing the supply chain of Razer (Asia-Pacific) Pte Ltd.

국제 선하증권(Bill of Lading / Bills of Lading / BOL) 분석을 통해 __25 개의 다양한 제품 카테고리__가 확인되었으며, 이는 Razer (Asia-Pacific) Pte Ltd. 이 구매한 것입니다.

이들은 HS 코드(HTS 코드 또는 관세율표 번호)를 통해 구분할 수 있습니다.

예를 들어, HS-Code 851830 는 다음과 같은 제품을 분류합니다:

„Headphones and earphones, whether or not combined with microphone, and sets consisting of a microphone and one or more loudspeakers (excl. telephone sets, hearing aids and helmets with built-in headphones, whether or not incorporating a microphone)". 이 HS 코드는 총 1,271 번 확인되었습니다.

분석된 선하증권(Bill of Lading / Bills of Lading / BOL)의 제품 설명 에서 다음과 같은 다양한 공급업체로부터 구매한 제품 의 예시를 확인할 수 있습니다:

Get an overview of internationally purchased products by Razer (Asia-Pacific) Pte Ltd. with Company Transparency

Each tier in the supply chain or supply network of Razer (Asia-Pacific) Pte Ltd. is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 supplier from Razer (Asia-Pacific) Pte Ltd. that primarily trades a product and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain and reduce purchasing costs. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening the supply chain of Razer (Asia-Pacific) Pte Ltd. and saving costs on the procurement side.

기업의 성공은 근본적으로 고객에 달려 있습니다. 따라서 가능한 한 많은 안정적인 고객층을 확보하는 것이 핵심입니다. 운송장에서는 __45 국제 고객__이 Razer (Asia-Pacific) Pte Ltd. 으로 식별되었습니다. 예를 들어, Razer USA Ltd.사는 18 상품 발송 를 수령했습니다.

4 에서 발견된 고객 국가 중 제품 판매를 위한 주요 대상국은 베트남 입니다. 해당 기간 동안 379 건의 상품 배송 이 이루어졌습니다.

Razer (Asia-Pacific) Pte Ltd. 의 국제 영업 및 45 명의 고객 에 대한 개요를 확인하세요. 자세한 내용은 Company Transparency에서 확인하실 수 있습니다.

국제 선하증권(Bill of Lading / Bills of Lading / BOL) 분석을 통해 59 개의 다양한 제품 카테고리 가 확인되었으며, 이는 Razer (Asia-Pacific) Pte Ltd. 이 판매한 것입니다.

이들은 HS 코드(HTS 코드 또는 관세율 번호)를 통해 구분할 수 있습니다.

예를 들어, HS-Code 847160 는 다음과 같은 제품을 분류합니다:

„Input or output units for automatic data-processing machines, whether or not containing storage units in the same housing". 이 HS 코드는 총 167회 확인되었습니다.

From the product descriptions of the analyzed bills of lading (bill of lading/ bills of lading/ BOL), the following products sold to various buyers can be identified as an example:

Get an overview of internationally sold products by Razer (Asia-Pacific) Pte Ltd. with Company Transparency

Each tier in the buyer side of the supply chain or supply network of Razer (Asia-Pacific) Pte Ltd. is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 buyer from Razer (Asia-Pacific) Pte Ltd. that primarily trades products and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain downstream giving a potential to optimize profit margins for Razer (Asia-Pacific) Pte Ltd.. A previous Tier-2 buyer now turns into a Tier-1 buyer, which we call "go-direct". In our tool Supply chain Intelligence as far as international buyers are concerned, this analysis can be done with one click:

Analyze the potential to shorten the supply chain and optimize the profit margins on the sales side of Razer (Asia-Pacific) Pte Ltd.

Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as Razer (Asia-Pacific) Pte Ltd. can itself reliably deliver due to external dependencies (exogenous factors).

To assess this, data analysis should be conducted to get practical answers:

How is the supply chain or supply network structured on the supplier side of Razer (Asia-Pacific) Pte Ltd.? Are there suppliers or products in the supply chain that are reported as critical, e.g. in international media?

Which buyers does Razer (Asia-Pacific) Pte Ltd. consistently sell to over a long period of time that can be identified as a good reference?

The more constant outgoing shipments of a company’s, the easier it is to assess potential problems for a supplier like Razer (Asia-Pacific) Pte Ltd.

Operational aspects like a stable supply chain, an in-house production and reliable logistics define sustainable performance.

Since 2021, global supply shortages have increasingly added external factors as to whether a supplier like Razer (Asia-Pacific) Pte Ltd. can deliver reliably itself through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) the current supply and performance capacity can be indirectly analyzed.

Here you can see an analysis of shipments by Razer (Asia-Pacific) Pte Ltd. to international buyers in the last few months with Company Transparency

The more constant incoming shipments, the better one can determine possible procurement problems of a company like Razer (Asia-Pacific) Pte Ltd.

Since 2021, there are increasingly external factors due to global supply shortages, whether a company, no matter manufacturer or distributor, can reliably deliver through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) it is possible to analyze current procurement stability and thus ultimately also to derive an indication of the company’s delivery and performance capability.

Here you can see an analysis of shipments from international suppliers to Razer (Asia-Pacific) Pte Ltd. in the last few months with Company Transparency

Sourcing products as regionally as possible with short shipping routes and the use of sustainable materials define the CO₂ footprint and sustainability of the products of any company, including Razer (Asia-Pacific) Pte Ltd.

After many companies, predominantly due to cost savings, have been building their networks increasingly internationally for years, there is now an increasing trend of so-called “on-shoring” or “near-shoring”. Attempting to include suppliers who are the closest to the supply chain because of financial, risk, environmental and image aspects:

• Saving international freight costs, which have risen extremely since 2021.
• Minimizing risks caused by logistics problems (e.g. the Suez Canal obstruction in 2021)
• Attempting to reduce the carbon footprint when purchasing products.
• Setting and meeting sustainability goals for own products of Razer (Asia-Pacific) Pte Ltd.

Based on the development of current shipments (in terms of number of shipments and quantity of goods) and changes in international suppliers and routes, it is possible to analyze the extent to which Razer (Asia-Pacific) Pte Ltd. has already made efforts in recent months and years, to focus on environmentally relevant aspects, like carbon footprint and sustainability in its business activities.

Get an overview of the international shipments that have an impact on the CO₂ footprint, as well as the sustainability of Razer (Asia-Pacific) Pte Ltd.

Generally you can differentiate the competition of Razer (Asia-Pacific) Pte Ltd. by the purchase and sales perspective.

• Start the competitive analysis on the purchase side.
• Start the competitive analysis on the sales side.

Competitors of Razer (Asia-Pacific) Pte Ltd. on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes (e.g. 851830, 847160) or by top product terms.

Competitors on the sales side of Razer (Asia-Pacific) Pte Ltd. (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes (e.g. 847160, 851830) or by top product terms.