(A) the bottleneck supplier's policy or technology monopoly
One is caused by external reasons, which are divided into suppliers formed by policy monopoly, such as State Grid, PetroChina and Sinopec; The other is caused by technology monopoly. For example, Intel in the computer industry has become a bottleneck supplier for PC companies because of its technology monopoly; In the communication industry, Qualcomm even used patents to kill Apple, which is very powerful. Because of scarcity, such suppliers have a strong position in the supply chain, and we call them shopkeepers.
Supplier management is not carried out in a vacuum. We should optimize our strategy in the real environment. Send you a few words: change what you can, improve what you can't, endure what you can't improve, and leave what you can't improve.
Which part needs patience? Bottlenecks require patience.
At this time, the enterprise must change into an idea: you care about him very much. It doesn't matter if he leaves you. Such a supplier is not your dominant supplier, but your customer. When he comes, you should be in charge of reception. Your company is not attractive to him. What you have to do is to establish a personal trust relationship with him.
When dealing with bottleneck suppliers, you must use sales thinking and always pay attention to what the other party wants and what you can provide.
(B) Bottleneck suppliers caused by poor internal management
Poor internal management can also lead to strong suppliers. It is caused by our own internal reasons and needs our internal changes, not the suppliers.
For example, our designers are not standardized. Every day, we design non-standard parts on a westward journey, and suppliers open molds every day, and keep sending samples. No batch. In the end, the supplier was desperate. The supplier is unwilling to take over your business at first and wants to introduce you to another colleague. His subconscious is that you want to hurt that.
Note that this problem is difficult to promote the improvement of suppliers. Instead, it is necessary to promote the establishment of standardization groups and the optimization of materials, so that materials can be standardized and generalized, and suppliers will turn from strength to cooperation.
(c) Bottleneck suppliers caused by multi-variety and small batch.
In addition to the standardization and generalization of materials, what if you really meet a multi-variety and small-batch supplier?
One company we have coached is a global leader in radiotherapy equipment, because the overall cost of the equipment is very high, and one can be sold for millions. They think it is good enough to produce 100 sets a year.
The distinguishing feature of their family is variety and small batch. Although the brand is very big, it is difficult to find suppliers. They look for sheet metal suppliers and place more than a dozen orders every month. The requirements are still high, and sheet metal suppliers don't like to do it.
During the coaching process, I asked, "If we could sum up our supplier management in one word, what would it be?" Their team thought for a long time and used the word "beg" to ask the supplier for help. How does this enterprise find a suitable supplier?
What kind of sheet metal suppliers belong to?
First of all, is the risk of sheet metal material high? High, so it should be a bottleneck class or a key class. Are they big? Not big, so this supplier may be a bottleneck.
The supplier they are looking for should meet the technical requirements, so the supplier's processing equipment and testing equipment are better. At the same time, it is not small for customers, so it is best to do it all. Where can I find such a supplier? You can think about it.
In fact, the best way is to find a fixture supplier. Fixture suppliers have all necessary production equipment, testing and test equipment, such as CNC, ternary and projector. Besides, even if he does Giger, he will do it for you, and it will never be too young.
Therefore, if we want to develop this technology to meet the standards, we don't mind suppliers with a small number of customers, and enterprises can even negotiate with suppliers. "You can't quote by fixture, but our quantity can exceed 65,438+000 sets a year, so you have to quote by processing price." Once you cooperate in the future, you will find it very smooth because you have found the right supplier.
(d) Bottleneck suppliers designated by customers
There are also powerful suppliers, suppliers designated by customers.
It is difficult to manage the supplier designated by the customer, because the supplier is not selected by you, but backed up by the customer.
There are two solutions to this problem. One is to sign a tripartite agreement with customers and suppliers designated by customers to clarify the later quality standards and processing flow. Make it clear who will manage and how to manage before cooperation.
Usually, after the customer specifies the supplier, the customer doesn't want to take care of it, but you have no right to take care of it. Therefore, you should ask the customer for Fang Shangjian through the tripartite agreement, and in principle, you should accept it according to our inspection standards. If there is any dispute, it can be submitted to the customer for adjudication. If the customer fails to reply within the specified time, it is deemed that the customer agrees with our benchmark. In this way, things can be solved quickly. If there is any dispute, submit it to the customer. If the customer says no, the supplier will stop talking nonsense. If the customer says yes, he will go down the process.
What should we do if both customers and suppliers are strong? Select a different group.
If Apple designates Foxconn to buy materials from Samsung, and the materials supplied by Samsung are unqualified according to Apple's standards and qualified according to Samsung's standards, what should Foxconn do? Foxconn selects another group to screen Samsung's incoming materials according to Apple's standards, and Apple pays the screening fee.
Bottleneck suppliers formed by internal related households
The last kind of strong suppliers are internal relationship suppliers.
Almost all enterprises have internal contacts, some from relatives and friends at the top of the enterprise, some from the recommendation of powerful departments, and some suppliers have helped enterprises when they started their businesses, but enterprises have developed rapidly and suppliers have not kept up.
From the value point of view, the contribution of such suppliers to the enterprise is very low, even negative, but from the emotional level, it is difficult to give up. Of course, some internal relationship suppliers may exist because of illegitimate interests.
I want to give you a suggestion about related suppliers. Don't want to kill this supplier as soon as you start, because the relationship in the enterprise is complicated and may lead to some political events. Sometimes, even before you kill the supplier, the supplier has removed you from the list through relationships.