What is a future price growth is expected to have greater expected future supply shortage of supplies. strategic stocks for this challenge is to be pre-purchased for strategic reserves to meet future production operations, such as: national strategic oil reserve, strategic reserves of grain, some steel mills and other iron ore reserves.
So, what is the real a series of capacity for the purpose of planning, implementation, control of strategic and operational procurement decision-making process, intended to guide all the activities of the purchasing department and enhance their ability to have started around to achieve the corporate vision plan. perspective, strategic sourcing is to support corporate strategy and supply chain strategy to implement important initiatives, including procurement strategy plan, develop, implement and control the PDCA process, which involves not only the strategic materials, but also all procurement of materials. < br> There are four principles of strategic sourcing generally. First, the whole process of the supply chain the lowest total cost of ownership. The total cost of ownership is not simply the price, but also assume the role of the procurement cost of increased management responsibility for the comprehensive, it is the business acquisition raw materials and services, the actual price paid, including installation costs, taxes, inventory costs, transportation costs, inspection fees, repair or adjustment expenses. low prices may lead to high total cost of ownership, but more easily overlooked, the total cost of ownership Optimal misunderstood by many business managers as to the lowest price, as long as the purchase price low like, rarely consider the cost, management costs and other intangible costs. purchasing decisions affect subsequent transport, deployment, maintenance, and even product exchange replacement, it must consider the overall cost of the vision of the entire procurement process must be involved in the key costs and other costs associated with assessment of long-term potential. Second, the external supply chain to establish a win-win strategic partnership. strategic procurement requirements business with suppliers to establish cooperative partnerships, strategic procurement process is not a zero-sum game, one side lost profits, strategic sourcing negotiations should be a commercial negotiation process, rather than the use of purchasing leverage to suppress the price suppliers compromise, should be based on understanding of the market for raw materials and long-term planning of their own win-win communication, only so can only establish the true sense of the supply chain on a competitive basis. Third, the establishment of internal value chain collaboration. Strategic Sourcing strategic decisions to supply chain, the lowest total cost of ownership objectives, its decision-making must involve the internal value chain, the interests of various sectors, namely, product development, technology, procurement, manufacturing, sales and service, costs and other departments at the same time in order to achieve the total has the lowest cost, also need to work together various departments involved in implementation can only perform effectively. so much more than just purchasing strategic sourcing things, usually to establish the various categories of merchandise procurement team (commodity team). Fourth, continued implementation of the principle. Strategic Sourcing is not just and internal functions or mechanisms, ongoing supply chain, suppliers, procurement and supplier management system to improve and enhance the strategic focus of the purchasing department from day to day affairs of the operational procurement into supplier relationships and development.
understanding of the concept of strategic sourcing is not difficult, but it is more difficult to implement so-called knowledge about the introduction of strategic sourcing, students after completing their studies in the brain filled with a variety of popular concept, but not a clear, logical, and workable guidelines to guide the practice. I felt so knowledge of strategic sourcing in the system, the domestic business models based on the successful practice of multinational strategies in light of its own procurement practices, and summarized after a long period of research, to create a step by step operational, a school will, that is, learning the use of the step: the implementation of strategic sourcing organizations. Strategic Sourcing organization, including the implementation of the project management team, the purpose of strategic sourcing commodity groups and the permanent department (responsible for supplier development and management). Preliminary work also includes: a clear responsibility of each team, rules of inter-departmental team working to develop the overall implementation plan, develop a work plan of each project team to develop training plans and implement training.
Step two: according to the physical properties of the materials belongs to classify the material. Press materials processing technology and materials classified material belongs to the family for material.
third step: Statistics and belongs procurement spending. procurement expenditures represent the purchase of the actual amount paid and the total cost of ownership. general business situation is a procurement expenditure of statistics, but often the data missing, incomplete and inaccurate data can not be developed for the procurement strategy to provide a scientific basis.
Step Four: Analysis of procurement requirements. each commodity group for the needs of a particular type of material for analysis Its purpose is to identify needs to improve, demand the opportunity to integrate and focus, all merchandise group analysis is the establishment of the procurement database. simultaneous analysis of the material throughout the supply chain process in the total cost of ownership, its main purpose is to grasp the current situation and identify opportunities for improvement, all goods group analysis is the total cost of ownership of all materials database.
Step Five: supply market analysis. The team analyzed the material goods the present competitive position and future trends in competition for the procurement strategy provide the basis for the development. further use of SWOT analysis tool to analyze their potential suppliers to the time of the material opportunities, unfavorable factors, advantages and disadvantages of developing the procurement strategy to provide more evidence.
Step Six: Procurement of materials by property classification. from the risk and complexity of the material dimension and value dimension is divided into four categories. the risks and complexity dimensions, including: purchase once the impact of interruption of business, purchasing, design maturity and manufacturing, service, supply complexity, enterprises in the procurement of materials of the kind of proficiency in market supply and market supply capacity, competitiveness, barriers to entry, supply market scope, supply chain complexity and other factors. Value Dimension TCO and is reflected in the price elasticity. four elements include: Strategy class material - high risk and complexity and high value goods; bottleneck kind of materials - high-risk and complexity and low value materials; lever-type material - low-risk and the complexity and high value goods; regular class material - low-risk, simple and low-value goods.
Step Seven: In the classification based on the development of differentiated purchasing strategies. In the six common procurement strategy , different types of procurement strategy for the different materials. According to the results of the classification of materials, supply market analysis concludes, the development of the material differences between each of the procurement strategy. The strategy class material, and a few key suppliers need to form strategic cooperation relations and realize the optimization of TCO; class material for the bottleneck, or to develop new suppliers, or modify their own needs, will be the bottleneck kind of materials into other materials; on leveraged materials, the need to expand the scope of sourcing, reducing TCO by tender ; of the conventional kind of materials, standardization and automation can streamline the procurement process of the procurement process and reduce procurement costs.
Step eight: vendor evaluation and selection. a systematic, standardized assessment of the supplier selection process is essential to ensure an important part of supplier quality. For potential suppliers through the initial screening, the second screen, third screen, supplier audit and certification process of qualified suppliers will be integrated into systems.
Step Nine: and Evaluation qualified supplier contract negotiations. need to be prepared before negotiations with the total cost of ownership of all relevant information, material costs constitute a supply market analysis data and results. negotiated procurement to be adhering to the strategy of thinking, the total cost of ownership as the starting point and insist on win-win strategy of cooperation. Supplier outcome of the negotiations is the signing of cooperation agreements.
Step Ten: Supplier conversion. Supplier conversion is successful, a direct impact on the successful implementation of procurement strategy, but also affect production operations, product quality and supplier management. entered into supplier specifications and conversion of the plan conversion process is critical, special attention to compliance with the original supplier contracts and agreements entered into in order to avoid unnecessary legal disputes and the negative reputation of the company impact.
tenth step: According to the management attributes to classify the supplier. According to the supplier interdependence between the customer and the supplier is divided into three categories: strategic collaborative, long-term cooperation, Transactional.
Twelfth Step: According to the classification of the results to develop a differentiated supplier management strategy. against a supplier, from a strategic, functional and operational levels to develop differentiated, respectively, supplier management strategy. Po-Ju Oh, strategic procurement department, purchasing department often operational, quality, technology, research and development, logistics, manufacturing and service sectors are the implementation of this policy
Thirteenth Step: a collaborative and strategic suppliers to establish strategic alliances. on strategic collaborative supplier should take the initiative establishing, developing and maintaining strategic and collaborative supplier relationships, strategy and procedures to make collaboration. strategy is not limited to the implementation of the main daily business operations department, including the company top management, middle and other procurement-related.
Fourteenth Step: Supplier Management. of suppliers should have a formal supplier management processes and systems, including supplier performance evaluation indicators and mechanisms. supplier performance evaluation index system should cover the total cost of ownership of all aspects of , but also reflect the relative importance of each link. evaluation index system includes not only quantitative indicators, but also a qualitative indicator. For the outstanding performance of suppliers, should develop appropriate incentives; for poor performance of suppliers should be depending on the type of material, supply properties to develop appropriate incentives, is the bottleneck of the class of materials, suppliers or poor performance despite large potential but poor performance of suppliers, supplier development should be appropriate mechanisms for the implementation of that the initiative to provide resources or assistance to support the improvement of the supplier.
In short, strategic procurement is not just philosophy, or a mature, operational processes, methods and tools. its implementation is dependent on the various procurement-related sector collaboration and full participation, expect to complete by the purchasing department alone is unrealistic
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