The supplier management system includes supplier management methods, supplier competition mechanism, supplier selection mechanism and cooperation mechanism between suppliers and customers. These four aspects can ensure the implementation of supplier management. Below, I have compiled articles on how to do a good job in supplier management, hoping to help you.
How to do a good job in supplier management Chapter 1 1 and the application of ABC classification management method in supplier management
Classical theory tells us that 20% suppliers need 80% management energy. In supplier management, not every supplier needs equal management attention. In the case of limited resources, we should pay attention to key factors, strengthen the pertinence of management and improve management efficiency. Under the guidance of the above management ideas, the importance of suppliers is classified, and a few key suppliers are identified for key management. We ABC divide suppliers according to the following proportions.
In terms of ensuring supply, the requirements for these three types of suppliers are the same. However, Class A suppliers provide important materials for the company and the quantity is small, so strengthening their management is the potential to reduce the procurement cost, and we should invest our main energy and focus on management. For BC suppliers, because of the small proportion and large quantity of materials they provide, it is not the focus of reducing procurement costs, and it can generally be managed.
But what needs to be emphasized here is that ABC classified management cannot really reflect the importance of materials provided by suppliers and the complexity of the material market. If some C suppliers provide materials that are in short supply in the market, they should focus on management. If the materials provided by some Class A suppliers are of high value but in the buyer's market, simple management methods can be adopted to save costs. When applying ABC classification management method, we should comprehensively consider these factors and do a good job in supplier management.
2. Establish a competitive mechanism among suppliers.
Generally speaking, for the choice of suppliers, you can choose exclusive supply or multiple suppliers. The exclusive supply is well managed, and it may also enjoy a relatively large discount, but it is not easy to grasp the market dynamics and it is easy to be out of stock. We should consciously introduce a competition mechanism among suppliers, and urge suppliers to continuously optimize product quality, service quality and price level. For similar products, two suppliers are selected, one is the main supplier and the other is the auxiliary supplier. In the process of operation, they will be assessed for a certain period of time, and if the average score of the main supplier is lower than that of the auxiliary supplier, the roles will be exchanged.
At the same time, in the process of supplier management, under the condition of keeping suppliers relatively stable, we should implement dynamic management of suppliers according to the actual situation and establish a set of effective monitoring measures on the basis of establishing mutual trust. For example, once the supplier has some signs of possible problems, it is necessary to make inspection records, return unqualified products, and even pursue compensation or fines during incoming inspection to urge the supplier to improve. Introducing such a control mechanism into supplier management is not only beneficial to the management of buyers, but also beneficial to the development of suppliers.
3. Improve the supplier selection mechanism.
The systematic research on supplier evaluation began with Dickson's work in 1966. WEBER summarized DICKSON's research work in 199 1, and thought that product quality, price and delivery punctuality were three important factors in selecting suppliers. Therefore, in the actual supplier selection, managers should not only consider the cost, but also consider the supplier's product quality, delivery time and other factors.
4. Establish a new cooperative relationship between the buyer and the supplier.
The purchaser and supplier are two node members of the same value chain, and they are an organic whole. In this value chain, consumers' minimum requirements for products and services in terms of cost, quality and service have become the performance management goals pursued by all participating members in the chain. As a member of the chain, it is a long-term solution for each member of the chain to take into account the interests of other members while considering their own interests and ensure their own reasonable profits. Both supply and demand sides must fully consider this interest criterion and establish a good cooperative relationship. The good cooperative relationship between buyers and sellers gradually broke away from the traditional model and gradually formed a new relationship model beneficial to both buyers and sellers.
Generally speaking, supplier management is a new management mechanism to improve the relationship between buyers and suppliers. Any problem in the supply chain will affect the running speed of the whole chain. Similarly, the supplier management of key nodes in the supply chain is not independent of the work outside the chain. As many organizations feel, it is difficult to establish a good cooperative relationship with suppliers based on the influence of the traditional procurement-supplier relationship model, which involves legal norms, ethics and other issues. In addition, from the practical point of view, the management of suppliers needs a lot of supplier information as the basis, and the different ways of obtaining supplier information may lead to incomplete and asymmetric information, which makes it difficult to establish supplier files. This is a job that needs special research. Finally, if an organization can absorb the concept of supplier management well, it will see the improvement in profit and customer satisfaction, and then improve its core competitiveness.
How to manage suppliers well II. general rule
1. In order to stabilize the supplier team and establish a long-term mutually beneficial relationship between supply and demand, these measures are formulated.
2. These Measures are applicable to the production enterprises that supply raw and auxiliary materials, spare parts and provide supporting services to the Company for a long time.
Second, the management principles and systems
The company's purchasing department or support department is responsible for suppliers, and the manufacturing department, finance department and R&D provide assistance.
2. For the selected suppliers, the company signed a long-term supply cooperation agreement with them, which stipulated in detail the rights, obligations and mutually beneficial conditions of both parties.
3. The company can evaluate the credit rating of suppliers and implement different management according to the rating.
4. The company evaluates the suppliers regularly or irregularly, and terminates the long-term supply cooperation agreement if it is unqualified.
5. The company can issue production support licenses to spare parts suppliers.
Three. The supplier screening and rating company has formulated the following index system for screening and rating suppliers.
Quality level. Including:
(1) Excellent rate of incoming materials;
(2) Quality assurance system;
(3) sample quality;
(4) Handling of quality problems.
2. Delivery ability. Including:
(1) Timely delivery;
(2) Expand the flexibility of supply;
(3) timeliness of samples;
(4) Increase and decrease the batch capacity of ordered goods.
3. Price level. Including:
(1) Preferential degree;
(2) the ability to absorb price increases;
(3) Cost reduction space.
4. Technical ability. Including:
(1) advanced technology;
(2) subsequent R&D capability;
(3) product design ability;
(4) the reaction ability of technical materials.
5. Backup service. Including:
(1) sporadic order guarantee;
(2) Supporting after-sales service capability.
6. Human resources. Including:
(1) management team;
(2) the quality of employees.
7. Existing cooperation status. Including:
(1) Contract performance rate;
(2) Average annual additional supply burden and its proportion;
(3) years of cooperation;
(4) Harmonious cooperation. When screening and rating suppliers, the weight and scoring standard of each index should be given according to the formed index system.
Third, the screening process.
1. For each material, after market research, the purchasing department puts forward a list of 5~ 10 candidate suppliers;
2. The company set up a supplier selection team composed of purchasing, quality control and technical departments;
3. After the selection team preliminarily reviews the candidate manufacturers, the purchasing department conducts field visits to the manufacturers, and both parties fill in the questionnaire together;
4. Compare and score the candidate manufacturers one by one, calculate the total score, and then decide to choose.
Four, approved as a supplier, before purchasing; Those who fail, please continue to improve and keep your future candidacy.
5. Re-evaluate suppliers every year, eliminate unqualified suppliers and add qualified suppliers from the candidate team.
Six, the company can manage suppliers with different credit ratings. The rating process refers to the above method of selecting suppliers.
7. For the supplier with the highest credit, the company can provide preferential treatment such as material exemption and loan priority payment.
Eight. management measure
1. The company may send full-time resident personnel to important suppliers, or conduct regular quality inspection on suppliers.
2. The company regularly or irregularly carries out quality inspection or on-site inspection on the supplied goods.
3. The company reduces excessive dependence on a single supplier and disperses procurement risks.
4. The company formulates the acceptance standard of each purchased part and the acceptance handover procedure with suppliers.
5. The procurement, R&D, production and technology departments of the company can provide business guidance and training to suppliers, but they should pay attention to the non-proliferation and non-disclosure of the core or key technologies of the company's products.
6. The company can invest in important suppliers that have development potential and conform to the company's investment policy, and establish property rights relations.
Nine. Supplementary Provisions The procurement and support departments shall be responsible for the interpretation and implementation of these Measures, and they shall be promulgated and implemented after being approved by the general manager's office meeting.
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