Misunderstanding of procurement management
Procurement, outsourcing work in business operations in a very important position, its impact is often the most direct, most obviously reflected in the cost, the quality of engineering companies, trading companies and other companies due to procurement, outsourcing of the proportion of the major, the significance of the procurement management is even more significant. However, according to several different types, different nature of the enterprise research and management consulting, many enterprises are currently purchasing the existence of management misunderstandings, some of which have become almost common. The following is my knowledge for you to bring the misunderstanding of procurement management, welcome to read.
Misunderstanding of procurement management
Purchasing, outsourcing work in business operations is very important, and its impact is often the most direct, most obviously reflected in the cost, quality, for the engineering company, trading companies and other enterprises due to procurement, outsourcing ratio is significant, the significance of procurement management is even more significant. However, according to several different types of different nature of the enterprise's research and management consulting, many enterprises are currently in the procurement of the management of the misunderstanding, some have almost become a common problem.
Procurement as long as to ensure that the "comparison of goods" on the line
Many business managers believe that the management of procurement as long as to ensure that the "comparison of goods" on the line, usually require the staff responsible for purchasing The staff responsible for the procurement program to declare to provide at least 3 quotes, managers approval to see if there is a 3 price comparison, and then choose a suitable price (the vast majority of the time is to choose the lowest price of that one). This approach is very simple, in procurement management, this procurement method is called "inquiry procurement" or "shopping". But is there a problem with this management method? Yes. And there are a lot of problems. In fact, many managers may find that the method of "comparison shopping" often fails: how are the three selected? The middle agent counts? The same category of procurement this approval of the three and the last three are not the same three? Is it possible for the filer to influence the decision of the approver by manipulating the offer information? In order to guard against this possibility, we often require procurement engineers to provide only objective quotations without any subjective evaluation, the results of the above problem still exists, and shielded from potentially useful decision-support information, but also exempts the responsibility of the filer.
Why does "shopping around" not work? This is not a problem with the RFQ method itself. The `root cause' of the problem is the absence of a supporting mechanism for the management of qualified suppliers. In this case, the manager of procurement ultimately signs off on the selection of suppliers, ostensibly with absolute decision-making power, but because the procurement staff are free to ask for quotations, they have actual decision-making power. This management model does not change, no matter how "comparison shopping" is futile.
The key to solving this problem is to give the procurement staff of the inquiry activity circle a range, which is "qualified supplier review". "Qualified supplier review" is the concept of quality management, but from a broader and practical point of view, that is, managers in accordance with a quality, cost and other aspects of the standard, delineate a range. This scope can be decided directly by the top management of the organization or by a committee. In short, procurement executives cannot decide on this scope alone, nor can they move outside of it, and are responsible for the decision-supporting information within this scope in every procurement activity.
Tendering "one trick pony"
Tendering procurement gives the impression of objectivity, fairness, and transparency, and many managers believe that tendering can introduce competition and reduce costs, and all is well. But sometimes tendering is not "one trick pony". Why should we invite bids? Under what circumstances should the tender? What other circumstances can be used in a more appropriate procurement method? This involves the choice of procurement methods. At present, there are many commonly used procurement methods. The main ones in common use are: tendering procurement, competitive negotiation, request for quotations, single-source procurement and so on.
Tendering
In addition to the end user and the relevant regulations require the implementation of bidding, in the content of the procurement of cost information, technical information is not enough to grasp the degree of the best use of bidding methods, one of the purposes is to obtain cost information, technical information.
Competitive negotiation
Tendering, we may encounter such a situation: or the number of bidders is not enough, or the price of bidders, ability, etc. is not ideal, and sometimes repeated bidding or not, whether or not to continue to bid, it is very distressing - recruiting is not, not recruiting is not. Not, not recruited is not. In fact, this time we do not have to recognize the bidding can not be, can take "competitive negotiation" approach. Competitive negotiation method is very close to the tender, the role is similar, but the program is more flexible, more efficient, can be used as a tender to supplement the procurement.
request for quotations (i.e., purchase)
For the procurement of goods (including materials or services) for which we already have a good grasp of the cost information and technical information, and there are a number of suppliers competing for the procurement of goods and services, we can pre-select the scope of qualified suppliers, and then in the scope of qualified suppliers to use the "comparison of three" method of request for quotations. The "three-for-one" method of procurement is used.
Single-source procurement
If we have fully grasped the cost information and technical information of the purchased goods, or only one or two suppliers can be supplied, the company should try to establish a long-term relationship for stable cooperation, long-term price concessions and quality assurance, on the basis of which you can use a single-source procurement The company should try to establish a long-term cooperation relationship to strive for stable cooperation, long-term price concessions and quality assurance.
Reasonable use of multiple procurement methods can also achieve dynamic management and optimization of the subcontractor team. For example, initially, we do not know enough about the cost and technical information of the procurement content, we can obtain information through bidding to expand the range of subcontractor options. When we have sufficient knowledge of the cost, technology and subcontractor information, we can switch to RFQ procurement without the need for tendering. Then, when the conditions are ripe, you can fix one or two long-term cooperative manufacturers for this kind of procurement goods. In turn, if you are not satisfied with the long-term partner manufacturers, you can expand the scope of the inquiry or tender to adjust and optimize the supplier or pressure on the partner manufacturers.
File preservation, procurement information are left
In the research and consulting process, there are a lot of managers early realized that there are problems with the procurement management, but suffer from the inability to improve or not too late to improve, and then asked the relevant personnel to all the records and procurement-related documents, archives, in order to be equipped to analyze the information, improve the work. The work of improvement. But in fact, from these well-preserved procurement files, often still do not get enough useful information? Even a lot of necessary information can never be obtained. To a large extent, this is caused by the procurement process is not standardized. For example, standardized procurement management requirements in the inquiry suppliers should be different specifications and models of equipment separate quotes, but the procurement staff often packages different specifications and models of equipment, and sometimes even different types of equipment packaged inquiry, each time the method of packing and the number is different. In this way, the successive inquiry information can not be implemented to the specific product, there is no way to compare, in the manager's decision-making or can not judge the purchase price is high or low.
It can be seen that the improvement of the procurement process management and procurement information collection is the influence of each other, to improve the procurement management or to early, want to save the information first and then talk about the conditions of improvement, often to the time to think of improving the procurement management, the lack of relevant information on the already very serious.
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