Under the supply chain environment, what changes should be made to the traditional model of enterprises? Why?

Procurement risk refers to the degree and possibility that the actual results of procurement deviate from the expected goals due to various unexpected situations in the process of material procurement. Compared with the traditional procurement mode, the modern supply chain procurement mode has undergone great changes in both operation means and operation mode, and its procurement risks have also increased a lot. Therefore, it is necessary to study the law of avoiding the risk of material procurement under the supply chain procurement mode.

First, the means and characteristics of dealing with procurement risks under the traditional procurement mode

The traditional procurement mode is relatively backward in operation mode and transparency, and the means to avoid procurement risks also have their own characteristics.

Information confidentiality is strict. The selection of suppliers and the determination of prices are mostly done through quality comparison, price comparison, bidding, procurement and business negotiation. Therefore, in order to choose the right supplier through the multi-head competition of suppliers, the demand side often keeps a lot of its own information. Similarly,

In order to win the competition and gain market share, suppliers will also hide their own information. Because the supply and demand sides can't communicate effectively and rarely or even disclose relevant information, the procurement risk will be relatively small.

Pay attention to post-event inspection. Under the traditional purchasing mode, it is difficult for buyers to participate in the supplier's production organization process and related quality control activities, so their work is opaque. Therefore, quality and delivery time are generally controlled by signing contracts, accepting according to standard terms, expediting, reinspection of arrival and quality verification afterwards, so as to reduce procurement risks. In other words, under the traditional material procurement mode, there is basically no cooperation between the supply and demand sides in quality control.

Pursue more immediate interests. Under the traditional procurement mode, the relationship between supply and demand is temporary or short-term cooperation. In purchasing, buyers spend more time bargaining and solving daily problems, often changing suppliers frequently or only considering the current market, adjusting purchasing plans and inventory reserves, and the supply and demand sides lack communication of demand information and long-term cooperation mechanism.

Second, the characteristics of procurement management under the supply chain management mode

Supply chain management is a modern and integrated management idea and method. It uses computer network technology to comprehensively plan, plan, organize, coordinate and control the logistics, information flow and capital flow in the supply chain, and adopts a systematic method to integrate the business processes of suppliers, manufacturers and retailers, so as to improve the cooperation efficiency of member enterprises and make products and services produce and sell at the right time and place with the right quality. Compared with the traditional procurement mode, the procurement under the supply chain management mode has changed in the following aspects:

The first is the change from purchasing for inventory to purchasing for orders. In the traditional purchasing mode, the purpose of purchasing is to replenish inventory, that is, to purchase for inventory. The purchasing process lacks initiative, and the purchasing plan is difficult to adapt to the changes in demand. Under the mode of supply chain management, purchasing activities closely focus on users' needs and place orders, which can not only meet users' needs in time, but also reduce purchasing costs.

The second is to change from internal resource management to external resource management. In the traditional procurement mode, procurement management pays attention to the management of internal resources, pursues the optimization of procurement process, the monitoring of procurement links and the negotiation skills with suppliers, and lacks cooperation with suppliers. Under the mode of supply chain management, the management of external resources, suppliers and markets has been transferred, information communication and market analysis with suppliers have been increased, and cooperation with suppliers in product design and product quality control has been strengthened, achieving a win-win situation of pre-control and supply-demand cooperation.

The third is the change from general business relationship to long-term cooperative partnership, and even to strategic cooperative partnership. Under the traditional procurement mode, the relationship with suppliers is a general short-term transaction relationship, and the procurement concept stays in squeezing suppliers and changing suppliers frequently, so it is impossible to enjoy all kinds of information. Under the supply chain model, we can establish long-term cooperative partnership with suppliers, even strategic cooperative partnership, * * * enjoy inventory and demand information, * * * resist market risks, * * * study and formulate cost reduction strategies, and raise the win-win relationship to the overall and strategic level.

Third, the supply chain management environment to reduce the risk of material procurement countermeasures

Centralized procurement. Centralized procurement is a sharp weapon to reduce costs and control chaos. Through centralized procurement, enterprises can increase their bargaining chips in price, quality and service negotiations in the market, improve their position as core enterprises in the supply chain nodes, get rid of the passive situation of fragmentation and decentralization of the supply chain, give play to their joint advantages, realize unification with the outside world, improve their ability to resist risks, minimize costs and maximize benefits. The material supply system of centralized procurement, centralized management, unified reserve and unified settlement implemented by China Petrochemical Group Company conforms to the purchasing concept of supply chain management and is a modern management mode that makes the material procurement link become the cradle of enterprise profits.

Select the right supplier. Firstly, the materials needed by enterprises are scientifically classified according to the standards of natural attributes and uses, and then they are divided into management categories such as key, sub-key and secondary according to the importance of different types of materials to enterprises, the difficulty and reliability of procurement, and the quality, price and service of suppliers are audited and monitored in advance according to the actual situation. Especially for key purchased materials, the supplier access system should be stricter. Enterprises can form several joint investigation teams to conduct a comprehensive investigation on suppliers' production conditions, equipment conditions, quality assurance system, financial indicators, bank reputation and enterprise performance. The scientific evaluation system is adopted to comprehensively evaluate the strength of suppliers, select suppliers with reliable quality, reasonable price, excellent service and good reputation, establish a supplier list, and reduce procurement risks.

Establish long-term strategic partnership with suppliers. By providing suppliers with demand information, feeding back the use of materials or strengthening business training for suppliers, we can establish a good cooperative relationship with suppliers and help suppliers establish a mechanism to promote and ensure quality. In order to grasp the source, we can also participate in the supplier's product design and product quality control process, and formulate quality standards for related products, so as to urge suppliers to adopt new technologies, new materials and new methods, thereby improving product quality and performance, reducing procurement risks and truly realizing a win-win strategic alliance.

Accelerate the information construction of material procurement. Actively try to apply advanced management systems such as e-commerce and ERP to realize the unification of logistics, information flow and capital flow. Within the enterprise, efforts should be made to build a material procurement management information network platform integrating the functions of input, operation, inquiry and monitoring, so as to realize basic data and make all procurement links coordinate organically. Through the intuitive and fast network platform, we can not only strengthen the monitoring of the procurement process, make the procurement procedural, transparent, standardized and efficient, but also greatly reduce the procurement risks caused by delays.

Carry out JIT procurement management mode. The core content of procurement management in supply chain environment is to realize just-in-time procurement, that is, to achieve five accuracy in quantity, time, place, price and source. Popularizing and implementing JIT procurement can effectively use social inventory, reduce the inventory of enterprises, and even achieve the goal of zero inventory of some materials in enterprises. This can not only greatly improve the efficiency of procurement work

, reduce the risk of inventory funds, and ensure the synchronous operation of material supply and enterprise demand.