In addition, as for whether to pay first or deliver first, it is generally implemented in accordance with the company's financial regulations. Now, in order to avoid risks, most companies receive most goods, process invoices and pay according to the agreed payment period (such as 65438+ 0 months after settlement).
Supplier management
[Edit this paragraph] Basic introduction
Supplier management is a very important issue in supply chain procurement management, which plays an important role in realizing on-time procurement.
It is not a new concept to put forward customer relationship management in logistics and procurement. The idea of relationship marketing has long been put forward in traditional marketing management, but the customer relationship under the supply chain environment is very different from the traditional customer relationship. In marketing, the customer refers to the user of the final product, and the customer here refers to the supplier, not the end user. In addition, from the characteristics of the relationship between suppliers and customers, there are three traditional enterprise relationships: competitive relationship, contractual relationship (legal relationship) and cooperative relationship. Competition among enterprises is more than cooperation, which belongs to non-cooperative competition. The customer relationship under the supply chain management environment is a strategic cooperative relationship, which advocates a win-win mechanism. The transformation from traditional non-cooperative competition to cooperative competition is the development trend of enterprise relations, and cooperation and competition coexist.
[Edit this paragraph] Two modes of supply relationship
In the relationship between suppliers and manufacturers, there are two typical models: traditional competitive relationship and cooperative relationship, or win-win relationship. The purchase characteristics of the two relationship models are different.
The competitive relationship model is price-driven. The purchasing strategy of this relationship is as follows:
(1) The buyer purchases from several suppliers at the same time, and obtains price benefits through competition among suppliers, while ensuring the continuity of supply;
(2) The buyer controls the suppliers by distributing the purchase quantity among the suppliers;
(3) The buyer and the supplier maintain a short-term contractual relationship.
Win-win relationship model is a cooperative relationship, which first existed in Japan.
This enterprise adopts. It emphasizes the sharing of information between cooperative suppliers and manufacturers, and the coordination of mutual behavior through cooperation and consultation.
(1) Manufacturers help suppliers to reduce costs, improve quality and speed up product development;
(2) Improve efficiency and reduce transaction/management costs by establishing mutual trust;
(3) Long-term trust cooperation replaces short-term contracts;
(4) More information exchange.
The JIT procurement mode introduced earlier is cooperative relationship mode, and the concentrated expression of supply chain management thought is cooperation and coordination. Therefore, it is very important to establish a win-win cooperative relationship for the implementation of JIT procurement.
[Edit this paragraph] The significance of win-win relationship
From the discussion of the principles and methods of JIT procurement, we can see that the cooperative relationship between suppliers and manufacturers is very important for the implementation of JIT procurement. Only by establishing a good cooperative relationship between supply and demand can the JIT strategy be thoroughly implemented and achieve the expected results. Figure 9- 1 1 shows the role and significance of supply and demand cooperation in just-in-time procurement.
From the supplier's point of view, if JIT procurement is not implemented, due to the lack of cooperation with manufacturers, inventory and delivery batches are relatively large, and quality and demand cannot be effectively controlled. By establishing just-in-time purchasing strategy, the JIT idea of manufacturers is extended to suppliers, and the contact and cooperation between supply and demand sides are strengthened. Under the open dynamic information interaction, suppliers can quickly respond to changes in market demand and improve their adaptability. For manufacturers, by establishing cooperative relations with suppliers and implementing just-in-time procurement, the management level can be improved, the manufacturing process and product quality can be effectively controlled, the cost can be reduced, and the agility and flexibility of manufacturing can be increased.
To sum up, a win-win relationship has the following effects on both the supply and demand sides in procurement:
(1) On the supplier side
(1) Increase the sense of responsibility and benefit sharing of the whole supply chain business activities;
(2) increase the predictability and controllability of future demand, and the long-term contractual relationship makes the supply plan more stable;
③ Successful customers contribute to the success of suppliers;
④ High-quality products enhance the competitiveness of suppliers.
(2) In terms of manufacturers
(1) Improve the control ability of purchasing business;
(2) Long-term and reliable ordering contracts ensure that the procurement requirements are met;
③ Reduce and eliminate unnecessary inspection activities of purchased products.
Establishing a mutually beneficial contract is the fundamental guarantee for consolidating and developing the cooperative relationship between supply and demand. Mutual benefit includes the commitment, trust and persistence of both parties. Keeping promises is an important principle for the success of business activities. It is impossible to have a long-term cooperative relationship between untrusted suppliers and untrusted purchasing customers, even if a cooperative relationship is established, it is temporary. Persistence is the guarantee of maintaining cooperative relations. Without long-term cooperation, neither side will have the sincerity to make more improvements and efforts. Opportunism and short-term behavior will greatly damage the relationship between supply and demand.
[Edit this paragraph] Win-win supply relationship management
Win-win relationship has become a mode of cooperation between supply chain enterprises. Therefore, in order to embody the idea of supply chain in procurement management, the management of suppliers should focus on how to establish a win-win relationship with suppliers and how to maintain and maintain a win-win relationship.
1. Information exchange and * * * sharing mechanism
Information exchange helps to reduce speculation and promote the free flow of important production information. In order to strengthen the information exchange between suppliers and manufacturers, we can start from the following aspects:
(1) Frequently exchange and communicate information about cost, operation plan and quality control between suppliers and manufacturers to maintain the consistency and accuracy of information.
(2) Implement concurrent engineering. Manufacturers involve suppliers in the product design stage, and let suppliers provide information about the performance and function of raw materials and parts, so as to create conditions for implementing the product development method (quality function configuration) of QFD, and timely convert users' value requirements into suppliers' quality and function requirements for raw materials and parts.
(3) Establish a joint working group to solve problems of common concern. A team working group should be established between suppliers and manufacturers, and relevant personnel of both parties can solve various problems encountered in the supply process and manufacturing process.
(4) Frequent visits between suppliers and manufacturers. Suppliers and manufacturers' purchasing departments should exchange visits frequently, find and solve their own problems and difficulties in the process of cooperation activities in time, and establish a good cooperation atmosphere.
(5) Using electronic data exchange and Internet technology for fast data transmission.
2. Supplier incentive mechanism
To maintain a long-term win-win relationship, it is very important to encourage suppliers. Without an effective incentive mechanism, it is impossible to maintain a good supply relationship. In the design of incentive mechanism, the principles of fairness and consistency should be embodied. Giving suppliers price discounts and flexible contracts, as well as giving away shares, will enable suppliers and manufacturers to share success, and at the same time enable suppliers to realize the benefits of a win-win mechanism from cooperation.
3. Reasonable methods and means of supplier evaluation
To implement the supplier incentive mechanism, it is necessary to evaluate the supplier's performance and make the supplier improve continuously. Without a reasonable evaluation method, it is impossible to evaluate the cooperation effect of suppliers, which will greatly dampen the enthusiasm and stability of suppliers. The evaluation of suppliers should grasp the main indicators or problems, such as whether the delivery quality is improved, whether the delivery time is shortened, and whether the delivery punctuality rate is improved. Through evaluation, feedback the results to the supplier, discuss the root cause of the problem with the supplier, and take corresponding measures to improve.
[Edit this paragraph] Online supplier management
Efficient supplier management can not only improve the management level of enterprises, but also greatly improve the profitability of enterprises. Network management is also reflected in the objectivity of business and the supervision of process execution. Most companies adopt "Six Sigma" to manage production, and measure their production process level with quality standards to reduce the chance of defects. However, some companies use this statistical rule to control the quality of supply chain and measure the level of supplier cooperation.
"Six Sigma" Supplier Management
○ Target setting: determine the list of alternative suppliers;
○ Cost assessment: determine the objectives and required resources;
○ Priority ranking: find out feasible schemes and rank them;
○ Characteristic analysis: analyze the selected scheme;
○ Implementation plan: complete the project;
○ Result evaluation: generate documents and find out the problems that need to be improved.
With the development of information technology, the management of suppliers by enterprises has also developed into online management mode. The first Internet procurement management platform was co-founded on 2001* * by Mr. Wu Shugui, former director of Zhejiang Mechanical and Electrical Equipment Tendering Bureau, and Mr. Luo Qing, former assistant general manager of Zhejiang International Technical Equipment Tendering Co., Ltd. In 2009, Lian Bi Procurement Network won the ten-year e-commerce model innovation award.
Supplier management and evaluation online management function: suppliers apply to become supplier enterprises through online registration, and after proofreading and verifying the supplier registration information through Lian Bi Procurement Network, suppliers are truly registered as suppliers in the procurement network; Buyers can certify suppliers and make them their potential suppliers; Suppliers with supply qualifications are called regular suppliers; Buyers can evaluate regular suppliers and select qualified suppliers.
[Edit this paragraph] Seven indicator systems of supplier management
The supplier management index system includes seven aspects: quality, cost, delivery, service, technology, assets, personnel and process, which are collectively called QCDSTAP, that is, the first letter of each English word. The first three indicators are common in all walks of life, relatively easy to count, hard indicators, and direct performance of supplier management performance; The latter three indicators are relatively difficult to quantify, and they are soft indicators, but they are fundamental to ensure the first three indicators. The service index is in the middle, which is an important performance of supplier value-added. The first three indicators are widely accepted and applied; The knowledge and understanding of other indicators is unbalanced, and their implementation can reflect the level of supplier management.
Quality index (quality)
Commonly used is the million defective rate. The advantage is simple and easy to operate, but the disadvantage is that the proportion of a screw is the same as that of an engine with a value of 10000 yuan, and any quality problem is considered as a defective product. Suppliers can improve the overall qualification rate by manipulating the qualification rate of simple low-value products. Standards vary greatly in different industries. For example, in the "multi-variety and small batch" industry with many types of procurement, the rate of defective products per million can reach 3000, which is the world level; Under the zero defect standard of mass processing industry, 80% of suppliers of this quality level have been eliminated.
The cost of poor quality; COPQ) made up for the shortage of millions of defective products. Its idea is that products with different costs will bring different losses because of quality problems; The same defective products appear in different positions in the supply chain, resulting in different losses (such as replacement, maintenance, warranty, production suspension, reputation loss, future business loss, etc.). ). For example, the fault is at the customer's place, which has the greatest impact, assuming the weight is100; The fault lies in the company's production line, which has a considerable impact, assuming the weight is10; The fault is in the supplier's production workshop, and the impact is minimal, assuming the weight is 1. The price of this product is 1000 yuan, and there is one defective product in each of the above three links, and the total quality cost is11000 yuan (10 _ 0x1000+1)
There are many indicators in the quality field, such as the first pass rate of samples, the recurrence rate of quality problems (for those suppliers with persistent habits) and so on. Regardless of the quality index, the statistical caliber is consistent and comparable, so as to increase the recognition of the company and suppliers. And quality statistics is not the purpose. The ultimate goal of statistics is to find out the deficiencies of suppliers' systems, processes, staff training, technology and so on through appearances (quality problems), and urge them to make rectification to achieve high-quality standards.
Cost index (cost)
Commonly used is the annual price reduction. It should be noted that the difference in purchasing unit price is combined with the total price reduction. For example, if the price is reduced by 5% every year, the total cost will be saved by 2 million. In practice, the statistics of purchasing price difference is far more complicated than it seems, and I believe people who have experienced it feel the same way. For example, when the new price will take effect: the buyer will decide according to the delivery date, and the supplier will decide according to the order date-these must be agreed with the supplier in advance.
Multi-purchase rebate means that when the purchase amount exceeds a certain amount, the supplier gives the purchaser a certain percentage of rebate. This clause encourages buyers and sellers to increase their purchases. Payment terms refer to encouraging suppliers to receive payment in advance, but giving the company a discount when the company has sufficient funds. For example, if the payment is made within 10 days after the goods arrive, the buyer will be given a 2% discount. It may be unrealistic to set specific indicators in these two aspects, and many companies count it as part of the annual purchase price difference.
Some companies also calculate how many suppliers 80% of their expenses are spent on. Its purpose is to reduce the number of suppliers and increase economies of scale. Specific indicators are difficult to determine, because different companies, industries, and even the same company have different numbers of best suppliers in different market environments. For example, in the buyer's market, the fewer suppliers, the better, so that economies of scale are better; However, in the case of limited production capacity of the seller and insufficient raw materials, there are many suppliers and the risk of the buyer is relatively low. According to the statistics of the American Center for Advanced Purchasing Research, in 2004, 9.4% suppliers accounted for 80% of the purchasing amount, and this proportion decreased year by year, reaching 7.7% in 2005 and 7.6% in 2006 respectively. The target of this statistic is large American companies, and the purchase amount is tens of billions of dollars. I haven't seen the statistics of small and medium-sized companies yet.
On-time delivery rate (on-time delivery)
On-time delivery rate pays equal attention to quality and cost. The concept is simple, but there are many calculation methods. For example, by piece, by order and by order line, the on-time delivery rate may be different. Generally use percentage. Disadvantages are the same as millions of defective products: the ratio of one screw to one engine is the same. People on the production line will say that products can't be assembled without one. That makes sense. However, from the perspective of supply management, a screw with a production cycle of only a few days is still different from an engine with a lead time of several months.
For vendor managed inventory (vendor managed inventory; VMI), because there are minimum and maximum inventory points, punctual delivery can be measured by relative inventory level. For example, the inventory is zero and the risk is high; Inventory is lower than the lowest point, and the risk is quite high; Inventory is higher than the highest point, and the risk of shortage is small, but the risk of inventory expiration is increased. In this way, the above statistics can measure the delivery performance of suppliers. According to the future material demand and supplier's supply plan, the future trend of inventory point can also be predicted.
It is worth noting that cost, quality and on-time delivery should be considered comprehensively. If these indicators are divided into different departments, the wrangling between departments may be very severe. For example, in some large companies in the United States, the cost belongs to the supply management department and the quality management department is responsible. In order to reduce costs, the supply management department tries to purchase from low-cost countries; In order to ensure the quality, the quality management department resolutely opposes it. The protracted struggle between them often leads to the failure of global procurement strategy. One of the solutions is to let a department be responsible for three indicators at the same time, so as to promote their overall consideration.
The above three indicators can be objectively counted. Although there is no perfect statistical index, as long as the statistical caliber is consistent, different suppliers and the same supplier will be comparable in different periods, which can well reflect the overall performance of suppliers. The following indicators such as service, technology, assets, employees and processes are subjective and not very intuitive statistically, but they are an important part of measuring the performance of the supply management department.
Service index (service)
The service cannot be intuitively counted. However, service is an important part of supplier value. Gene Richter, the late chief purchasing officer of IBM, was the winner of three "Gold Purchasing Awards" of American Purchasing magazine. Summing up his life experience, one thing is to affirm the service value of suppliers. This service is invisible in price, but obvious in value. For example, the same supplier, one with design ability, can make reasonable suggestions on the buyer's design, while the other can only process according to the drawings, and its value is self-evident.
Service is intangible, and different companies and industries will have different emphases. But * * * means that the service involves people, and user satisfaction can be investigated and counted. For example, the company expects suppliers to give designers reasonable suggestions, shorten the delivery time of new products as much as possible, actively cooperate with the quality survey of quality personnel, actively cooperate with the scheduling of purchasing personnel, and rush the goods, then the company can send short questionnaires to relevant personnel to investigate their satisfaction with the above items and what needs to be improved. There are more people in statistics, and the statistical results are representative. More importantly, suppliers get the signal that the company is counting their service quality, and anyone's opinion is very important. In this way, we can try to avoid the phenomenon that only the competent department can drive suppliers.
Technical index (technology)
For industries with high technical requirements, the key for suppliers to add value is because they have unique technology. One of the tasks of the Supply Management Department is to assist the Development Department in drawing up a blueprint for technical development and finding suitable suppliers. This task is crucial to the success of the company in a few years, and should be an indicator of the supply management department and evaluated regularly. Unfortunately, the supply management department is often busy with daily expediting, quality and price negotiations, and has no energy and interest in the company's technology development, and chooses suppliers at will, laying a curse for various problems in a few years.
For the supply management department, technical indicators also include the application of information technology procurement. This index is conducive to promoting buyers and suppliers to use advanced technology, saving costs and improving efficiency. According to the statistics of the American Center for Advanced Purchasing Research, in 2004, 7.7% of suppliers and purchasers cooperated through e-procurement, and by 2006, it reached 13.5%. E-procurement accounted for 17.3% of the purchase amount in 2004 and 20.5% in 2006. The application depth and breadth of information technology are increasing year by year, and the supply management department is the main driving force.
Asset management (assets)
Supply management directly affects the company's asset management, such as inventory turnover and cash flow. The supply management department can transfer the inventory to suppliers through VMI, but it is more important to reduce the inventory of the whole supply chain by improving the forecasting mechanism and procurement process. For example, in the semiconductor equipment manufacturing industry in the United States, due to the strong periodicity of the industry, the phenomenon of over-forecasting and over-production is very common, and large companies often write off tens of millions of dollars in inventory. In the end, the whole industry seems to have made a lot of money, but after deducting expired inventory, there is not much left. However, some companies have successfully reduced their inventories by improving their forecasting and purchasing mechanisms, thus becoming industry leaders. Therefore, the performance indicators of the supply management department should include the inventory turnover rate. This can also avoid over-purchasing for price concessions.
In terms of suppliers, asset management reflects the overall management level of suppliers. It includes fixed assets, current assets, long-term liabilities and short-term liabilities. These all have corresponding ratios (the standard ratios of different industries may be different: for example, in the contract processing industry, the inventory turnover rate is tens or hundreds, while in some large equipment manufacturing industries, it is world-class to be able to turn around six times a year). As a supply management department, it is an effective means to find out the supplier's business problems early by reviewing the supplier's balance sheet regularly (such as quarterly). Cash flow, inventory level, inventory turnover rate, short-term liabilities, etc. It may affect the supplier's future performance, and also ensure whether the purchaser can get the annual price reduction.
People often ignore the asset management of suppliers. As long as the supplier can deliver the goods on time, I don't care how much inventory he builds and how much money he owes. But the problem is that if suppliers don't manage their assets well, the cost will definitely rise. The wool is on the sheep: the rising cost is either passed on to the customer, or the customer loses money and cannot guarantee the performance. Both results will affect the buyer. In some industries, it is enough to change suppliers, because the market is very transparent, and purchasing is like buying things in a supermarket. But for more industries, changing suppliers will bring many problems and uncertainties, and the cost is very high. Therefore, it is often a win-win practice to urge existing suppliers to rectify and meet the standards.
People and processes (people and processes)
For the supply management department, the quality of employees directly affects the performance of the whole department and is also the key to gain respect from other departments. School education, professional training, work experience and job rotation are all ways to improve the quality of employees. Based on this, indicators can be established, such as 100% employees receive professional training for one week every year, 50% employees are certified as professional purchasing managers, and the job-hopping rate is less than 2%.
Process management is to optimize the business processes related to suppliers, such as forecasting, replenishment, planning, signing, inventory control, information communication, etc. The performance of suppliers is largely limited by the buyer's process. For example, in the process of forecasting, how to determine the minimum and maximum inventory, and how often to update it and deliver it to suppliers will directly affect the supplier's capacity planning and on-time delivery ability. Another example is replenishment, which affects not only the company's inventory management, but also the supplier's production plan.
Process determines performance. Management can achieve temporary results through mobilization and emphasis, but it does not change the process and the rules behind it. This effect is temporary. The key to process management and improvement is to determine the objectives and strategies, write down the process, implement the process, determine the responsible person and evaluate it regularly. On this basis, a series of indicators are formulated to ensure that the process runs in the established way, which is linked to the on-time delivery rate and quality qualification rate mentioned above. In this way, from process to performance, and then from performance feedback to process, a closed management circle is formed. It is worth noting that process improvement is gradual, not revolutionary, because each company always has existing processes, which are unlikely to be reinvented, and should be optimized through continuous fine-tuning.
The value of indicators lies in their normative and guiding behavior. The supplier management index system not only guides the behavior of suppliers, but also is an important basis for evaluating the performance of supply management departments. For the above seven index systems, different companies can have corresponding emphasis at different stages of development. Specific indicators should be simple, practical and balanced.