Supplier management measures

Supplier management is very important for the long-term development of enterprises. Good supplier management can not only reduce enterprise costs, improve product quality, reduce inventory, meet customer needs in time, but also enhance the core competence and competitiveness of enterprises. Therefore, enterprises must attach importance to supplier management, pay attention to the problems in supplier management, realize the healthy, good and long-term development of supplier relationship, and finally realize the win-win situation of the whole supply chain.

1. Countermeasures for supplier selection

(1) Establish supplier resources. The establishment of resource database is mainly to complete the supplier survey and lock the supplier selection range by using the survey supply information. At the same time, we should always monitor the changes of suppliers, observe potential suppliers, constantly replenish excellent suppliers and eliminate unqualified suppliers. This can solve the problem of randomly selecting suppliers when the supply source of enterprises is insufficient, reduce the supply risk and improve the procurement efficiency.

(2) Comprehensive evaluation of supplier selection. Besides investigating and evaluating the supplier's product price, qualified rate, accurate delivery and professional situation, we should also pay attention to the investigation and evaluation of the supplier's management level, personnel quality, financial situation, equipment stability and information technology, especially the quantitative evaluation of the supplier's performance and integrity. Because the problem of one of the factors will lead to the interruption of supply or the occurrence of supply errors, only comprehensive evaluation can reduce this risk.

(3) Limit the number of suppliers to a certain range through survival of the fittest, establish long-term cooperative relations with suppliers, draw up product development plans, link the procurement plans with suppliers' workflow, strengthen information sharing and provide technical and design support to each other.

2. Classified management of suppliers, timely supplier performance evaluation and effective incentives.

(1) adopts ABC classification management method.

According to the value-risk matrix model, the products are classified. As can be seen from the above figure, supplier classification and relationship management are realized based on product classification. On this basis, establish different supplier relationships and implement differentiated management strategies for suppliers. For example, for Class A suppliers, we can become long-term partners with them, pay attention to long-term development and make common progress. For C suppliers, we may pay attention to short-term indicators, such as how to ensure their quality, how to reduce procurement costs and timely delivery.

(2) Comprehensive performance evaluation index system and appropriate incentive mechanism.

The purpose of performance evaluation, on the one hand, is to supervise and control and ensure the quality of suppliers; On the one hand, it is the basis for encouraging or punishing suppliers. Therefore, it is the key to establish a comprehensive and objective performance evaluation index.

Through the evaluation results, we can give different feedback to the different performances of suppliers. For those suppliers with poor performance evaluation results, they should be warned or punished, and corresponding guidance should be given for their existing problems; For excellent suppliers, we should give some rewards to consolidate their behavior. We can mobilize their enthusiasm through price mechanism, increasing orders, more opportunities for internal participation and more information sharing, so that they can realize the benefits of win-win cooperation.

3. Look at the value of suppliers from the perspective of supply chain, implement supply chain cooperation and develop strategic cooperation with suppliers.

Supply chain cooperation refers to the agreement relationship that suppliers and manufacturing enterprises * * * enjoy information, * * * take risks and * * * gain benefits in a certain period of time. That is to say, for short-term or long-term common goals, based on trust, with supply and demand as the link and win-win as the goal, partners reach commitments or agreements in a long period of time.

Implementing supply chain cooperation means that new products/technologies are associated with development, data and information exchange, market opportunities and risks.

Emphasize the establishment of strategic partnership, information sharing and timely communication, so as to enjoy benefits, maximize the satisfaction of end users and increase the value of products through cooperation. Cake? Make it bigger and realize it? Win-win? The effect can achieve the same expectations and goals.

4. Integrate the supply chain information system, coordinate the organizational relationship of the supply chain system, and realize the optimization of the supply chain management process.

The cooperative relationship between manufacturing enterprises and suppliers should pay attention to the following aspects:

(1) Let suppliers know the production process and production capacity of the enterprise, and let them know the enterprise clearly.

Duration, quality and quantity of materials required by the industry:

(2) Provide suppliers with their own business plans, business strategies and corresponding measures; make it clear

Ensure the expectations of enterprises and make the goals of manufacturing enterprises and suppliers consistent;

(3) Clarify the responsibilities and interests of both parties to achieve a win-win situation.