Supplier management is a management mechanism put forward under the new economic situation of logistics procurement. The customer relationship under the supply chain management environment is a strategic cooperative relationship, which advocates a win-win mechanism. The transformation from traditional non-cooperative competition to cooperative competition is the development trend of enterprise relations, and cooperation and competition coexist.
Win-win relationship model
It is a cooperative relationship, which was first adopted by Japanese enterprises. It emphasizes the sharing of information between cooperative suppliers and manufacturers, and the coordination of mutual behavior through cooperation and consultation. (1) Manufacturers help suppliers to reduce costs, improve quality and speed up product development; (2) Improve efficiency and reduce transaction/management costs by establishing mutual trust; (3) Long-term trust cooperation replaces short-term contracts; (4) More information exchange.
Supplier management processes and standards
Buyers in China are generally concerned about choosing suppliers to establish strategic partnership, controlling the risks of the relationship and establishing a dynamic supplier evaluation system. With the increasing proportion of purchase amount in sales revenue, purchase has gradually become the key factor to determine the success or failure of electronic manufacturers. As the basis and premise of the normal operation of supply chain, supplier evaluation and selection is becoming the hottest topic among enterprises. Different enterprises have different supplier selection and evaluation indicators at different stages of development. So how can we objectively evaluate and select suppliers through quantitative indicators? The basic idea is: stage continuous evaluation, network management, key point control and dynamic learning process. These ideas are embodied in the establishment, operation and maintenance of supplier evaluation system. (1) Establish a phased supplier evaluation system, which includes supplier access evaluation, operation evaluation, supplier problem counseling, improvement evaluation and supplier strategic partnership evaluation. The selection of suppliers is not only the selection of shortlisted qualifications, but also a continuous and cumulative selection process. To establish a supplier access evaluation system, first of all, it is necessary to conduct on-site evaluation and comprehensive analysis and scoring in seven aspects: supplier management system, resource management and procurement, product realization, design and development, production and operation, measurement control, analysis and improvement. The satisfaction of the above items is divided into five score segments (0 score ~ 100 partition) according to the satisfaction that does not meet the requirements to fully meet the requirements, and the average score is calculated according to each sub-element. More than 80 points are qualified suppliers, less than 50 points are unqualified suppliers, and 7950 is a continuous assessment supplier, which needs to be discussed according to specific conditions. Qualified suppliers enter company-level AVL maintenance system. The establishment of supplier operation evaluation system generally adopts the methods of daily performance tracking and stage assessment. QSTP weighting standards are adopted, namely, supply quality (35% rating ratio), supply service (25% rating ratio), technology evaluation technology (10% rating ratio) and price (30% rating ratio). According to the relevant performance tracking records, the supplier's performance is comprehensively evaluated quarterly. The annual assessment is based on the time when suppliers enter the AVL system, comprehensively evaluates the problems existing in suppliers, and realizes counseling and improvement through special group counseling and result tracking. There is a source development group in the procurement center, which is divided into several groups according to the characteristics of the materials it is responsible for purchasing, such as plate group, mechanical peripheral group, device group, packaging group and so on. One of the responsibilities of this group is to guide and track suppliers. Supplier strategic partnership evaluation is a method to classify and manage supplier cooperation strategies through supplier access and process management. According to the collected information, the procurement center will analyze and discuss with the special business group, determine the relationship evaluation on establishing long-term partners, and submit it to the special strategy group for analysis. Partnership is not an all-round and all-functional overall strategy, but a selective strategy. Whether and when to implement it requires a comprehensive risk analysis and cost analysis. The phased evaluation system is characterized by transparent process and open operation, and all processes are established, modified and released through certain control procedures to ensure relative stability. Evaluation indicators should be quantified as much as possible to reduce subjective interference factors. (2) The embodiment of network management Network management mainly refers to the management method of connecting different information points into a network in the management organization structure. The procurement platform in a multi-division environment needs to meet the procurement needs of different divisions, and the differences of needs must be unified in a unified system with higher adaptability. For the certification of new suppliers, the company-level quality department and procurement center are responsible for the audit of supplier system; The Quality Department and R&D Department of each business division shall put forward clear requirements for product-related differentiation requirements. Establish a review team to control and implement supplier evaluation. The team consists of supplier management engineers from the procurement center, the quality department of the company and the quality department of the division, including R&D engineers, relevant expert consultants, quality inspectors and production personnel. The evaluation team is independent of a single business department based on the overall interests of the company, and team members must have team spirit and certain professional skills. Network management is also reflected in the objectivity of business and the supervision of process execution. The supervision mechanism is embodied in all aspects of the work, minimizing human factors and strengthening the transparency and institutionalization of the operation and decision-making process. A business management committee can be set up to check the process compliance of various businesses in the procurement center by means of ISO9000 audit. (3) Four principles of key point control Key point control includes the principle of matching customers, the principle of half-to-half ratio, the principle of supply quantity control and the principle of supply chain strategy. The principle of "door-to-door" embodies an equal management idea, which is not contradictory to the cooperation theory of "near Zhu Zhechi". In the supply market of non-monopoly goods, suppliers with similar scale and level should be given priority because of their different management levels and the depth of supply chain management. Industry leaders are not necessarily preferred suppliers. If the scale difference between the two parties is too big and the purchasing ratio is too small in the total output value of the supplier, then the purchaser often fails to meet the requirements in production scheduling, after-sales service, flexibility and negotiation strength. From the perspective of supplier risk assessment, the 50-50 principle requires that the purchase quantity should not exceed 50% of the supplier's capacity. If only one supplier is responsible for 100% supply and 100% cost sharing, then the risk of the buyer is greater, because once the supplier has problems, the normal operation of the whole supply chain will be affected according to the development of "butterfly effect". In addition, when buyers rely on certain supplied materials or products, they should also consider regional risks. The principle of supply quantity control means that the number of suppliers actually supplied should not be too large, and the number of suppliers of similar materials should be kept at 2~3, including first-class suppliers and second-class suppliers. This can reduce the management cost, improve the management effect and ensure the stability of supply. To establish a long-term cooperative relationship of trust, cooperation and open communication between buyers and suppliers, we must first analyze the market competition environment. By analyzing the current product demand, product types and characteristics, it is confirmed whether it is necessary to establish a supply chain cooperation relationship. For an open and fully competitive supplier market, we can adopt the principle of multiple price comparison, quantity control and preferred selection. However, in the limited competitive market and the exclusive supply market with only a few suppliers to choose from, buyers need to adopt the principle of strategic cooperation in order to obtain better quality, closer partnership, better progress, lower cost and more support. A "package agreement/contract" can be signed for suppliers who implement strategic long-term cooperative partnership. After the establishment of the supply chain cooperation relationship, it is necessary to confirm whether the supply chain cooperation relationship should change according to the change of demand. Once the supplier is found to have problems, the supply chain strategy should be adjusted in time. Supply chain strategic management is also reflected in another aspect: carefully analyze and deal with the relationship between short-term goals and long-term goals, short-term interests and long-term interests. Starting from long-term goals and interests, buyers may choose some suppliers that seem harsh and expensive on the surface, but in fact this is to give up short-term interests and actively choose a supply chain composed of excellent elements. (4) Maintenance of the system The operation of the supplier management system needs to be evaluated in detail according to different industries, enterprises, product requirements and competitive environment. The refined standard itself is the embodiment of flexibility. Short-term bidding and long-term contracts can also coexist with strategic suppliers. Through continuous learning and improvement, learning organizations need to constantly update their supplier selection and evaluation, evaluation indicators, benchmarking objects, evaluation tools and technologies. As a function, procurement is related to the overall management structure and management stage of manufacturing enterprises. It is necessary to constantly adjust the procurement requirements and strategies according to the adjustment of the company's overall strategy and the principles and methods of supplier selection. (5) Ten principles of supplier selection-comprehensive, concrete and objective principles: establish and use a comprehensive supplier comprehensive evaluation index system to evaluate suppliers comprehensively, concretely and objectively. Comprehensively consider supplier's performance, equipment management, human resources development, quality control, cost control, technology development, customer satisfaction, delivery agreement and other aspects that may affect the supply chain cooperation. Principle of system integration: establishment and use of comprehensive system evaluation system. Principle of simplicity and scientificity: supplier evaluation and selection steps and selection process are transparent, institutionalized and scientific. Principle of stability and comparability: the evaluation system should be stable, the standards should be unified and subjective factors should be reduced. Principle of flexibility and operability: The evaluation of suppliers in different industries, different enterprises, different product requirements and different environments should be different, and certain flexibility and operability should be maintained. Door-to-door principle: the scale and level of suppliers are equivalent to those of buyers. Principle of 50% proportion: the purchase quantity shall not exceed 50% of the supplier's production capacity, and the supplier who supplies in full shall be opposed. Control principle of supply quantity: the number of suppliers of similar materials is about 2~3, which are divided into first-class and second-class suppliers. Principle of supply chain strategy: develop strategic cooperation with important suppliers. The principle of learning and updating: the evaluation index, the target object and the evaluation tools and techniques need to be updated constantly.