1. supplier development
Through the resource market survey, enterprises can understand the basic situation and information of potential suppliers, develop suppliers and prepare for the subsequent selection of suppliers. Enterprises should make full use of the catfish effect and constantly develop new and more competitive suppliers, thus forming a competitive atmosphere among alternative suppliers. It is beneficial for enterprises to choose suppliers who can provide high quality and low price products, and bring better supply environment to enterprises.
2. Supplier certification selection
Correct inspection, evaluation, certification and selection of suppliers are the key links in supplier management. The Excellence of suppliers largely determines the success of procurement. Choosing qualified suppliers can not only reduce the cost of enterprises, but also improve the performance of enterprises. In general, the supplier certification team is composed of quality, supply chain, technology and development departments, and comprehensively scores suppliers in terms of quality, comprehensive management and technology development ability, determines the passing conditions and selects qualified suppliers.
3. Supplier performance evaluation
In order to track the overall quality of products and services provided by suppliers, and find out the shortcomings and improvement potential of suppliers, it is necessary to continuously and regularly evaluate supplier performance and continuously improve supplier performance. Supplier performance evaluation is not only a measure of the implementation effect of the cooperation between the two parties at a certain stage, but also a basis for the adjustment of supplier relationship in the next step, and provides a basis for supplier rewards and punishments. The supplier performance evaluation benchmark should be clear and scientific, emphasize the functional concept, and be consistent with the enterprise's procurement and operation strategy. Generally speaking, the performance evaluation of suppliers can be based on key indicators such as cost, delivery, quality, development and technology, financial status and legal status, and evaluated according to different weights. Supplier performance evaluation arranges annual evaluation and quarterly evaluation. Annual performance evaluation is one of the bases for subdividing supplier types. Quarterly performance evaluation is the basic data of annual performance evaluation, and it is also one of the guiding factors of supplier procurement share allocation.
In the process of supplier performance evaluation, if the supplier's service is found to be unsatisfactory, such as quality problems or untimely delivery, the enterprise cannot simply punish the supplier or terminate the contract, which will definitely dampen the enthusiasm of all suppliers. Not finding the problem is the worst, so it is wise to carefully analyze the root cause of the problem and inform the suppliers of the performance evaluation results, existing problems and gaps in time to help them implement improvement. John's idea. Deere's supplier development and management in the United States show that any supplier can be cultivated. Enterprises should organize supplier meetings or contact individual suppliers at any time, and closely follow the corresponding improvement activities and achievements. Long-term and short-term goals should be set for suppliers, and even the best suppliers should set improvement goals. Benchmarking enterprises can be the best suppliers of purchasing enterprises, and also the best enterprises in the same industry at home and abroad.
4. Supplier incentive control
According to the supplier performance evaluation results, the supplier is managed at different levels, and the follow-up incentive and control measures are implemented. The design of incentive mechanism should embody the principles of fairness and consistency. There are many kinds of incentives under the supply chain management mode, generally including positive incentives and negative incentives. The so-called positive incentive is the incentive incentive provided to suppliers according to the performance evaluation results of suppliers. The purpose is to enable suppliers to "make further progress" and strive for perfection after receiving such incentives. Negative incentives are punitive incentives for suppliers with poor performance evaluation. The purpose is to enable suppliers to "learn from a painful experience" and catch up with or eliminate suppliers through such incentives. Common positive incentives are mainly in the following forms: extending the cooperation period, increasing the cooperation share, increasing the types of materials, upgrading the level of suppliers, giving written praise, issuing certificates or banners, etc. Common negative incentives include shortening the cooperation period, reducing the cooperation share, reducing the types of materials, business deduction, lowering the level of suppliers, legal proceedings and elimination. Effective implementation of supplier incentive can improve the quality and cost of materials provided by suppliers and the competitiveness of services, reduce the procurement risks and costs of companies and enhance the market competitiveness of companies.
Optimizing supplier management is not only the management process of the above four links, but also supplier relationship management is a very important link in the supply chain management process. In the book "Balanced Resources", Timothy M. Laseter clarified the difference between suppliers with traditional buying and selling relationship and suppliers with long-term business partnership, and put forward the concept of "partner supplier". Supplier partnership is the highest level of cooperation between enterprises and suppliers. On the basis of mutual trust, enterprises and suppliers adopt the cooperative relationship of * * * taking risks, * * * solving problems and * * * enjoying benefits to realize * * * and achieve the purpose of "deep cooperation, coordinated development and value creation".
In order to ensure the stable and sustainable operation of enterprises, another key point to optimize supplier management is to establish strategic suppliers relations. Generally, the key materials and technology monopoly suppliers in the company's products are selected as strategic suppliers. Through technical exchange, we can get the most advanced materials provided by strategic suppliers at the first time and apply them to enterprise products, thus creating high-tech products and obtaining higher profits from the market.
In a word, suppliers are important resources of enterprises, and enterprises should treat suppliers well as customers, and give corresponding support to suppliers under certain circumstances, so as to strategically obtain resources, reduce procurement costs and ensure product quality. Enterprises can promote quality improvement and quality assurance among suppliers by providing information feedback and education and training support, and provide technical training for personalized and high-tech products, so that suppliers can provide qualified products and services according to enterprise requirements. Enterprises can even participate in the supplier's product design and product quality control process, cooperate with the formulation of relevant material quality standards, and coordinate the supplier's delivery plan. Through synchronous supply chain management, all suppliers can achieve consistent actions in responding to demand, thus ensuring that enterprises can obtain high-tech and high-quality materials from suppliers in time and ensure the stable and sustainable development of enterprises.