The selection and evaluation indexes of suppliers are different for different enterprises at different stages of development. So how can we objectively evaluate and select suppliers through quantitative indicators? The basic ideas are: stage-by-stage continuous evaluation, networked management, key point control and dynamic learning process. These ideas are reflected in the establishment, operation and maintenance of the supplier evaluation system.
1Establishment of supplier stage evaluation system
Take the stage of continuous evaluation, the supplier evaluation system is divided into supplier entry evaluation, operation evaluation, supplier problem counseling, improvement evaluation and supplier strategic partnership evaluation several aspects. Supplier selection is not only the selection of entry qualification, but also a continuous cumulative selection process.
Establishing a supplier entry evaluation system first requires on-site evaluation and comprehensive analysis of the seven aspects of supplier management system, resource management and procurement, product realization, design and development, production operations, measurement and control and analysis and improvement scores. Satisfaction with each of the above in accordance with the degree of satisfaction from not having the requirements to fully meet the requirements and the results are satisfactory, divided into five score bands (0 points ~ 100 points interval), according to the sub-elements to calculate the average score. Such as 80 points or more for the system qualified suppliers, 50 points or less for the system unqualified suppliers, 7950 for the need to discuss the specific circumstances and then determine the continuous assessment of suppliers. Qualified suppliers into the company-level **L maintenance system.
Establishment of supplier operation evaluation system, then generally take the daily performance tracking and stage evaluation method. Take QSTP weighted criteria, namely, supply quality Quality (35% rating weight), supply service Service (25% rating weight), technical assessment Technology (10% rating weight), Price Price (30% rating weight). Based on the track record of the relevant performance, the supplier's performance is comprehensively assessed on a quarterly basis. The annual assessment is a comprehensive evaluation according to the supplier's time of entry into the **L system.
The counseling and improvement of supplier issues is achieved through special task force counseling and results tracking. Purchasing center has a source development group, according to the characteristics of the procurement materials responsible for the source development team members are divided into several groups, such as boards and cards group, mechanical peripherals group, device group, packaging group, etc., one of the group's job responsibilities is to counseling and follow-up on the supplier.
Supplier strategic partnership evaluation is a categorized management approach to supplier cooperation strategy through supplier entry and process management. The Procurement Center analyzes and discusses the information collected by a specialized business group to determine a relationship evaluation regarding the establishment of a long-term partnership, which is submitted to a specialized strategy group for analysis. Partnership is not an all-encompassing, all-functioning generic strategy, but rather a selective strategy. Whether and when to implement a partnership is subject to a thorough risk analysis and cost analysis.
The phased evaluation system is characterized by transparent processes and open operations, with all processes established, revised and released through certain control procedures to ensure relative stability. Evaluation indicators are quantified as much as possible to reduce subjective interfering factors.
2 Embodiment of networked management
Networked management mainly refers to the management method of connecting different information points into a network in terms of management organization structure coordination. The procurement platform in a multi-division environment needs to meet the procurement needs of different divisions, and the differences in needs must be unified within a unified system of higher adaptability. For the certification of new suppliers, the company-level quality department and procurement center should be responsible for auditing the supplier system; while for product-related differentiated requirements, the quality and R&D divisions of each business unit should make clear requirements.
Establish a review panel to control and implement supplier evaluation. The team consists of supplier management engineers from the Purchasing Center, Corporate Quality Department, and Business Unit Quality Department, including R&D engineers, relevant expert consultants, quality inspectors, and production personnel.
The evaluation team takes the overall interests of the company as the starting point, independent of individual business units, and group members must have teamwork spirit and certain professional skills.
Networked management is also reflected in the objectivity of the business and the implementation of the process of supervision. Supervision mechanisms are reflected in all aspects of the work, which should minimize the human factor and enhance the transparency and institutionalization of the operation and decision-making process. It can be done through the establishment of business management committee, the use of ISO9000 audit methods to check the process compliance of the various operations within the procurement center.
3 Four Principles of Critical Point Control
Critical point control includes the principle of door-to-door, the principle of half-ratio, the principle of controlling the quantity of supply sources and the principle of supply chain strategy.
The principle of "door-to-door" embodies a kind of reciprocal management idea, which is not contradictory to the theory of cooperation of "the nearer the vermilion, the redder the redder the vermilion". In the non-monopoly supply market, due to the supplier's management level and the depth of the implementation of supply chain management, should be given priority to the size and level of suppliers. Not necessarily the industry leader is necessarily the preferred supplier, if the two sides of the scale difference is too large, the proportion of procurement in the supplier's total output value is too small, then the buyer is often in the production scheduling, after-sales service, * and negotiating power comparison can not be satisfactory.
From the perspective of supplier risk assessment, the principle of half requires that the quantity purchased should not exceed 50% of the supplier's capacity. If only one supplier is responsible for 100% of the supply and 100% of the cost sharing, the buyer's risk is higher, because once the supplier has problems, according to the development of the "butterfly effect", is bound to affect the normal operation of the entire supply chain. Not only that, the buyer in some supply materials or products have to rely on, but also consider the geographical risk.
The principle of controlling the number of supply sources means that the actual number of suppliers should not be too many, the number of suppliers of similar materials is best kept at 2 to 3, with primary and secondary suppliers. This can reduce management costs and improve management effectiveness, to ensure the stability of supply.
Purchasers and suppliers to establish trust, cooperation, open ** flow of supply chain long-term partnership, must first analyze the market competitive environment. By analyzing the current product demand, the type and characteristics of the product, to confirm whether there is a need to establish a supply chain partnership. For an open and fully competitive supplier market, the principles of multiple price comparison, quantity control and merit-based shortlisting can be adopted.
In markets with limited competition where there are only a few suppliers to choose from, and in exclusive supply markets where there is a monopoly on sources, buyers need to adopt the principle of strategic cooperation to obtain better quality, closer partnership, better scheduling and lower costs and more support.
For suppliers that implement strategic long-term partnerships, "package agreements/contracts" can be signed. After the supply chain partnership is established, it is important to recognize whether the supply chain partnership should change accordingly as demand changes. Once a supplier is found to be problematic, the supply chain strategy should be adjusted in a timely manner.
Strategic supply chain management is also reflected in another aspect: carefully analyzing and dealing with the relationship between immediate and long-term goals, short-term and long-term interests. From the perspective of long-term goals and long-term interests, buyers may choose certain 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. (To be continued)
4 Maintenance of the system
The operation of the supplier management system needs to be based on the industry, the enterprise, the product demand and the competitive environment of different and different refinement of the evaluation. The refined criteria itself is a reflection of flexibility. Short-term competitive bidding and long-term contractual and strategic supplier relationships can also co-exist.
Learning organizations, through continuous learning and improvement, need to constantly update their supplier selection and evaluation, assessment metrics, benchmarking objects, and assessment tools and techniques. Purchasing as a function, its development is related to the overall management structure and management stage of the manufacturing company. According to the company's overall strategic adjustments and constantly adjust the requirements and strategies related to procurement, the principles and methods of supplier selection is also true.
5 ten principles of supplier selection
General principle - comprehensive, specific, objective principle: the establishment and use of a comprehensive supplier evaluation index system, the supplier to make a comprehensive, specific, objective evaluation. Comprehensive consideration of supplier performance, equipment management, human resource development, quality control, cost control, technology development, user satisfaction, delivery agreements and other aspects that may affect the supply chain partnership.
System comprehensiveness principle: the establishment and use of a comprehensive systematic evaluation system.
Principle of simplicity and science: supplier evaluation and selection steps, selection process transparent, institutionalized and scientific.
Stable and comparable principle: the evaluation system should be stable operation, uniform standards, reduce subjective factors.
Principle of flexible operability: different industries, enterprises, product demand, supplier evaluation in different environments should be different, to maintain a certain degree of flexibility.
Door-to-door principle: the size and level of suppliers and buyers are comparable.
Half-ratio principle: the number of purchases does not exceed 50% of the supplier's capacity, against the full supply of the supplier.
The principle of controlling the number of supply sources: the number of suppliers of the same type of material is about 2~3, the difference between the main and secondary suppliers.
Principle of supply chain strategy: develop strategic supply chain partnership with important suppliers.
Learning and updating principle: The indicators of evaluation, the object of benchmarking comparison, and the tools and techniques of evaluation need to be constantly updated.