Liu
Material demand planning is the leader of material procurement. The most important work to improve the quality of material procurement is to strengthen planning management and improve the accuracy of material demand planning. Based on the author's years of practical work experience, this paper analyzes and discusses the related problems of material planning and procurement management, and puts forward his own views and opinions on related problems for reference only.
Keywords: demand planning management; Material procurement; Plan; operate
China Library Classification Number: F270 Document Identification Number: A Document Number:1001-828x (2016) 025-000-01.
Demand planning management is an effective way to reduce inventory scale, optimize inventory structure and standardize inventory management, and plays a vital role in daily production and material supply of project construction. This paper introduces the characteristics, existing problems and implementation suggestions of demand planning management.
First, the characteristics of demand planning management
Demand planning is the leader of material supply, and it is also the "bull's nose" to do a good job in material supply. Procurement is the beginning of enterprise production and the starting point of all business activities. The implementation and management of the plan in the procurement process is also a crucial link, which is not only conducive to the smooth realization of procurement activities, but also conducive to safeguarding the interests of enterprises themselves.
In recent years, China Petrochemical Company has continuously strengthened its management, effectively controlled its inventory scale, optimized its inventory structure, reduced its inventory backlog and accelerated its inventory turnover while improving its material supply support capacity. The core of improving the level of reserve management is to do a good job in demand planning management. The quality of demand plan directly affects the actual storage effect of materials and is the risk source of storage management. The "disease" of reserve management occurs in the planned demand stage. If there is no problem with the demand plan, the "disease" of reserve management will not exist. Strengthening reserve management focuses on increasing demand plan management, preventing reserve risks, improving reserve efficiency, and implementing responsible subjects. At the same time, the effect of planning management is evaluated through reserves, and the whole process from demand proposal to satisfaction is supported and closely linked, thus forming a management closed loop and continuously promoting the improvement of reserve management level.
Second, the problems in demand planning management
The quality of demand directly affects the quality of procurement, and then affects the quality of engineering projects. In demand management, we should follow the law of material procurement, adhere to scientific rationality and legal compliance, strive to get rid of designated demand, redundant demand and demand that is not conducive to full competition, and submit demand plans scientifically, timely and accurately.
In recent years, China Petrochemical has made great efforts in demand planning management, but there are still many problems. The compliance rate of demand plan management is assessed from two aspects: accuracy and timeliness of demand plan. The accuracy of demand plan includes the accuracy of plan submission and execution, and whether the warehousing materials are collected in time; The timely rate of demand planning refers to whether it is submitted according to the time demand and whether it meets the reasonable procurement cycle.
Around these points, the current demand planning management has the following problems:
First, the demand plan is inaccurate. The submission plan of the demanding unit is not strict enough, and the management department's audit plan is not strict enough, and the phenomenon of random submission occurs from time to time, which eventually leads to a large backlog of inventory; Demand units are not clear about the operation status of the plant and the law of material consumption, and unilaterally emphasize the operation safety of the plant and equipment, and the phenomenon of over-reporting and under-receiving, and only reporting and not receiving still exists.
Second, the demand plan is not timely. Demand units lack the research and information collation on the reasonable manufacturing cycle and purchasing cycle of materials, so a large number of temporary plans and emergency plans have been produced. In order to meet the demand, the material supply department can only implement emergency procurement, which not only increases the procurement cost, but also may cause security risks.
Third, the demand plan is not standardized. Due to various reasons, such as low standardization of equipment design and selection, reconstruction and expansion standards, the universality of spare parts is poor, which greatly increases the reserve scale and capital occupation.
Third, the implementation suggestions of demand plan management
Today, with the increasing pressure of capital cost, reserve management has become an important topic of material supply management. As the core of reserve management, demand planning management needs to make great efforts to improve the shortage and further improve the management level.
First, establish a scientific material supply assessment system. Revise and improve the assessment method of demand plan management. Before the demand unit submits the plan, set up assessment points for each link, such as material submission and material requisition, and carry out monthly assessment to realize the hard constraint on demand plan. Establish mechanisms to prevent and investigate the backlog of materials, such as prevention and control in advance, early warning during the event and investigation after the event, and strictly control the backlog of new materials from the "source" of demand plan. The purchasing business department is decomposed layer by layer. Starting with the generation of new overstocked materials, the accuracy and timeliness of demand plan and the standardization of demand, the reporting and auditing departments of each plan are decomposed into indicators, the responsible person is clearly defined, and rewards and punishments are strictly honored to further improve the management level of material demand plan.
The second is to strengthen the supervision of demand planning. The material supply department is not simply "taking medicine according to the order", but should dare to put forward rectification suggestions for unreasonable demand plans. Through the whole process management of demand plan, the information of each link of demand plan submission, receipt, execution and verification is recorded in detail.
The third is to formulate a reasonable material procurement cycle. On the one hand, China Petrochemical issued the procurement cycle of various materials, and revised it regularly; On the other hand, each branch should take the lead in organizing and studying the reasonable manufacturing cycle of important equipment, key materials and commonly used materials, and guide the demanding units to submit plans in time. Relevant departments should strictly check the plans with unreasonable demand time and no normal procurement cycle to avoid the occurrence of delayed delivery from the source.
The fourth is to standardize the formation process of demand plan. Actively carry out research on the law of material consumption, collect data from the aspects of procurement cycle, historical consumption, single machine configuration, equipment operation, etc., establish the data model of main material consumption, scientifically predict the demand law and reserve quantity of equipment spare parts, so as to guide and standardize the submission of material demand plan and grasp the initiative of material supply guarantee. Further clarify the scope of management to prevent repeated orders caused by unclear ownership of materials; Clear technical requirements to prevent incorrect orders caused by unclear standards; Clarify the demand basis and prevent the backlog of materials from being submitted at will; Balance inventory resources to prevent overbooking.
The fifth is to promote demand standardization. Procurement work originates from the generation of demand and ends with the satisfaction of demand. Comprehensively promote design selection and standardization of technical specifications, and reduce the selection of non-standard equipment and non-standard materials. China Petrochemical pays special attention to the standardization of demand from two aspects. On the one hand, China Petrochemical Co., Ltd. should set up a standardization department, coordinate various functional departments of the headquarters, establish and improve the working mechanism of collaborative promotion of standardized procurement, and further promote standardization work. By building a standardized system for material procurement, we will optimize and improve the assessment mechanism, study and formulate quantitative assessment indicators, and increase the standardization assessment of design selection. Especially for new projects, it is necessary to strengthen the assessment of project design standardization and lay a good foundation for the next step of standardized procurement of materials. On the other hand, it is necessary to comprehensively sort out the existing material demand, centralize the supply channels, reduce the individualized demand, organize professional forces to study and formulate the standardized demand for main material varieties, and unify technical standards such as quality standards, process parameters and working conditions to provide support for standardized procurement.
The reserve management level represents the refined management level of China Petrochemical to some extent. Reserve management reflects the engineering design level, engineering management level, production operation management level and equipment operation management level. As the core of demand planning management, the next step is to continuously improve and innovate working ideas, strengthen management, and comprehensively improve management level while ensuring the supply of materials needed for daily production, so as to make new contributions to the company's production, operation and construction.
References:
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[2] Wang. Analysis of Material Cost Management in Petroleum Enterprises [J]. Management and Technology of Small and Medium-sized Enterprises (First Half), 2008(0 1)