Comparative analysis of three "procurement cases"

Since 1980s, in order to comply with the rapid development trend of international trade and meet the higher requirements of customers for service level, enterprises have begun to regard procurement as an important part of supply chain management, and through the management of supply chain, procurement means have also been optimized. In the current global economic integration environment, procurement management is one of the important means for enterprises to improve economic efficiency and market competitiveness, and its strategic position in enterprise management has been paid more and more attention by domestic enterprises. However, in the development of China, due to different "sources of resistance" and different ways for enterprises to solve problems, the concept of modern procurement has been interpreted as different concepts.

I. Shengli Oilfield

In terms of procurement system reform, the situation of many state-owned enterprises is similar to that of Shengli Oil. Although the consciousness of group buying and market bidding has been gradually cultivated, the internal organizational structure of enterprises has brought great obstacles to the implementation of innovation.

The total annual material procurement of Shengli Oilfield is about 8.5 billion yuan, involving 56 categories, including steel, wood, cement, mechanical and electrical equipment, instruments and meters, and 65.438+200,000 items of materials. The objective conditions of industry characteristics have caused certain difficulties to the procurement management of enterprises. However, Qiu Guotai, deputy general manager of China Petrochemical Shengli Oilfield Co., Ltd., is most troubled by other problems.

At present, more than 9,000 people in Shengli Oilfield are engaged in material supply management, and the huge system has caused many difficulties in procurement management. Of the 8.5 billion yuan purchased by Shengli every year, 4.5 billion yuan of products are produced by factories with various relationships and in-laws with Shengli Oilfield. The quality of their products is difficult to compare with similar products on the market, and the price is generally higher than the market price. For example, the price of power supply is 20% higher than the market price. However, because this is a welfare factory for the disabled supported by Shengli Oilfield for a long time, it can only accept their supply in the spirit of humanitarianism, and a strong sense of social responsibility has caused a heavy burden to the enterprise. Similarly, the coatings used in Shengli Oilfield are mostly produced by subordinate factories, which can only be used for about 3 years, while the common coatings of the same type on the market can be used for 10 years. There are also products designated by superior units. As long as it meets the oilfield use standards and the price is similar, it is necessary to buy the designated products.

Under such pressure, what Shengli Oilfield can do now is a gradual transition, and it is impossible to take out some purchased goods for market bidding in one step.

The phenomenon in Shengli Oilfield shows that the closed system is a serious obstacle for China state-owned enterprises to update their purchasing concepts. The procurement management of most enterprises in China, especially state-owned enterprises, is relatively weak, and the extensive procurement management model under planned economy and shortage economy still has strong inertia. It is difficult to eliminate the resistance caused by loopholes in the procurement process.

Statistics show that at present, the procurement cost accounts for about 60% of the product sales cost of industrial enterprises in China. It can be seen that the management level of procurement has a great influence on the cost and benefit of enterprises. On the surface, some enterprises recognize and accept the form of logistics, but in the closed market competition, there is no qualitative change in management. Some purchases only use the technology and form of logistics, but they are often purchased for the sake of inventory, and a large amount of inventory is essentially the result of seamless connection between enterprises or departments, and the backlog of inventory is the most valuable working capital of enterprises. This series of chain reactions is the main reason why many enterprises are short of funds and inefficient.

Second, Haier

Compared with large state-owned enterprises, some enterprises that have overcome the system problems and fully integrated into the international market competition are more likely to accept brand-new procurement concepts. Haier is at the forefront of such enterprises.

Haier's procurement strategy is to use the global network for centralized procurement. Take advantage of scale to reduce procurement costs and streamline supplier teams. According to statistics, the number of global suppliers of Haier has dropped from 2,336 to 840, among which the proportion of international suppliers has reached 7 1%. At present, 44 of the world's top 500 companies are suppliers of Haier.

For the management of supplier relationship, Haier adopts SBD mode: * * develop supply business together. Haier has many product design schemes directly submitted to manufacturers, and many parts and components are product forecasts and drawings of products to be developed provided by suppliers in the next two months. In this way, suppliers have truly become Haier's design departments and factories, accelerating the development speed. Many suppliers' factories and Haier's warehouses don't even need car transportation, and the forklift of the factory drives directly to Haier's warehouse, which greatly saves transportation costs. Haier itself focuses on the core trading and settlement business. This is different from the traditional relationship between enterprises and suppliers. It has successfully changed from a simple buying and selling relationship between the supply and demand sides to a strategic partnership, which is a win-win strategy for the development of * * *.

1999, Haier's procurement cost was 500 million yuan. By 2000, due to business development, the procurement cost was 700 million yuan. However, through the optimization and integration of supply chain management, Haier's procurement cost is expected to be controlled at around 400 million yuan in 2002. It can be seen that the acquisition of benefits is the driving force of all enterprise behaviors. The economic benefits brought by cost reduction and the stable development of win-win relationship with suppliers have prompted many enterprises to introduce and explore advanced and reasonable procurement management methods with a positive attitude.

Similar to Shengli Oilfield, due to the centralization of purchasing power within enterprises, especially large group enterprises, Haier also encountered the problem of changing the concept of "people" and adjusting vested interests when carrying out innovation in purchasing links. However, unlike Shengli Oilfield, Haier has established a flat management model to meet the needs of modern procurement and logistics. In the process of self-pressure in market competition, Haier has enough ability to solve two basic problems related to people: one is the CEO's acceptance and implementation of modern purchasing concepts, and the other is the implementation and implementation of different levels of demonstration models, completely eliminating the "black box" in the procurement process.

Third, universality.

Compared with the large state-owned enterprises transformed from the planned mode, the general procurement system can be said to be born with a silver spoon, and it does not need to go through the pain after the system and institutional reform. Since the birth of the company, the global group procurement strategy and market bidding system have naturally integrated into the global procurement alliance system of the world automobile group-General Motors. Compared with many state-owned enterprises and private enterprises that are still hesitant in theory, general procurement has completely risen to the height of enterprise management strategy and is closely integrated with enterprise supply chain management.

According to statistics, the annual purchase volume of the United States is $58 billion, and the total global purchase amount reaches140-150 billion. 1993, GM put forward the idea of global procurement, and gradually centralized the procurement rights of all business divisions to the headquarters for unified management. At present, GM has four regional purchasing departments: North American Purchasing Committee, Asia Pacific Purchasing Committee, African Purchasing Committee and European Purchasing Committee. The procurement departments of the four regions hold regular video conferences to share the procurement information on the global platform, make full use of the advantages of joint procurement organizations in procurement activities, negotiate prices together, and notify local suppliers in time, and record some suppliers' bad behaviors in the global procurement system.

On the basis of rational allocation of resources, a set of supplier relationship management program is developed to evaluate suppliers. For good suppliers, we should adopt the cooperative strategy of sustainable development and negotiate with suppliers to solve technical problems in procurement; Suppliers who performed poorly in the evaluation were asked to leave the general business system. At the same time, through the integration of global logistics routes, GM will integrate the complex maritime routes originally drawn up by various companies into simple intercontinental logistics routes. After the integration of procurement and shipping routes, not only the overall procurement cost has been greatly reduced, but also the negotiation ability between the company and suppliers has been qualitatively improved.

Facing the three "purchasing phenomena" that coexist in China market, it directly reflects some practical problems that enterprises need to face under different market mechanisms and management modes. But from another perspective, we will find that the important position of procurement in the whole enterprise logistics management has been recognized by most enterprises. More production enterprises focus on their core business, outsource procurement logistics business and establish modern supply chain management based on cooperation, which is undoubtedly a revolutionary challenge to the traditional procurement management model.

From the background of different "purchasing phenomena", we can see that the practical problems encountered in the development of "purchasing concept" in China are not only the ability of enterprises to digest advanced ways of thinking, but more importantly, whether the implementation is smooth under different institutional and cultural backgrounds. In the process of implementing the concept, China's corporate culture must be changed, which requires top decision makers and middle managers to have the ability to solve system design problems, while the bottom operators should have the ability to solve system operation problems, and at the same time, they should have the ability to find problems and correctly understand them. From this perspective, whether it is "people-oriented" has become a major issue that daigou must solve when it enters the China market.