Procurement is related to the operation efficiency of the whole supply chain and plays an important role in the production process and cost of enterprises. The following are my articles on supply chain and enterprise procurement. Let's see:
First, the supply chain management model
Supply chain refers to the enterprise's research and analysis of its own value chain, eliminating those links that can't achieve value-added or have little value-added, and stabilizing its business links with strong value-added ability to maintain its competitive advantage; Supply chain management refers to shifting the vision of enterprise managers from the expansion inside the enterprise to the outside, from the upstream and downstream enterprises related to the enterprise to the whole environment of enterprise survival and development, so it can be concluded that supply chain management is a kind of? Horizontal integration? A typical management idea is an important enterprise management mode under the background of informationization. Specifically, its connotation mainly includes? For what? With what? Need? There are two aspects, that is, logistics starts from suppliers and moves along all links to buyers, and every link in the supply chain exists? Demand side? With what? Supplier? One-to-one correspondence, thus forming an end-to-end supply chain, which has become a link between enterprises and suppliers and formed a win-win strategic partnership.
Second, the characteristics of procurement management in the supply chain environment
Supply chain management emphasizes meeting customers' needs with the fastest speed and the lowest cost, and finally achieving a win-win situation. Procurement is the link between enterprises (buyers) and suppliers, and it is the concrete implementer of production cooperation among supply chain enterprises. Therefore, procurement management under the background of supply chain is very important, because it is not only the starting point of supply chain flowing into logistics, but also the key factor to ensure production logistics and delivery time, and also bears the rationality among enterprises in the whole supply chain.
Specifically, the characteristics of procurement management under the supply chain management model are: first, from the nature of procurement, it is an active procurement based on demand, so it has the characteristics of initiative and cooperation; Secondly, due to the characteristics of cooperative procurement, it is decided that this procurement management mode will be carried out in a more harmonious and friendly cooperative environment; Thirdly, in terms of information, this procurement management model effectively realizes the sharing and communication of information platforms among enterprises in the supply chain; Fourthly, in terms of delivery, because the purchasing behavior in this mode is a more active cooperation mode, suppliers in this mode usually supply goods in small batches for many times, which is conducive to reducing the inventory of both parties, reducing costs and improving the speed of capital flow; Fifth, in the relationship between the two parties, the enterprises of suppliers and buyers are no longer competing with each other in the traditional mode, but a strategic partnership of friendly cooperation. They coordinate, support and cooperate with each other, and work around improving efficiency, mutual benefit and achieving the same goal. Sixth, from the perspective of inspection, because the two sides are strategically cooperative. Therefore, suppliers' own responsibilities are often related to their profits, so suppliers usually pay more attention to ensuring the quality of supply. At the same time, buyers will intervene in the quality control process of products in advance in the early stage of manufacturing to help suppliers solve possible quality and safety hidden dangers as soon as possible and prevent hidden dangers from happening in the future. This shows that the procurement management under the supply chain model is completely different from the traditional procurement management model.
Third, how to strengthen the procurement management of enterprises under the supply chain.
(A) the construction of procurement management information platform to achieve * * * information sharing.
Because the procurement management mode under the background of supply chain management emphasizes the effective connection between all links, procurement behavior is not just a matter for the procurement department. In order to fully realize the JIT procurement mode in the supply chain environment, it must be recognized that procurement management is an important link related to production, inventory and supplier relations. In this context, it emphasizes a kind of information sharing and communication. If the information is not smooth, the result will be blind procurement activities, which will greatly increase the procurement cost. Therefore, enterprises should give full play to the role of supply chain management in procurement management, build an information platform for procurement management, change the overall information state of the company, constantly improve the internal network functions of the company, establish an internal data information base, and realize electronic management of procurement, warehousing and acceptance, so as to ensure the accuracy of all kinds of information and achieve the purpose of convenient inquiry and information enjoyment. Fully realize the sharing and exchange of information resources, make a reasonable procurement plan under this background, reduce procurement costs and improve the competitiveness of supply chain.
(B) procurement process optimization
The lack of links in the procurement process can easily lead to randomness and uncertainty in the procurement work, so the optimization of the procurement process is extremely important. First of all, the production planning department of the headquarters formulates a general purchasing strategy for the whole company according to the orders and market demand. Then the purchasing departments of various regions and factories make their own purchasing plans under this strategy and report them to the headquarters for review and filing. After that, the purchasing department of each region or branch factory adopts global or localized purchasing methods according to different situations, sends an inquiry to the supplier after confirmation, and begins to negotiate and sign contracts with the supplier. After the contract is signed, the supplier delivers the goods, and the company receives the goods and confirms the payment. Finally, it should be noted that after the company completes the transaction, the purchaser needs to record and evaluate the transaction and suppliers, and then include them in the company's supplier resource database.
(C) the establishment of a scientific and reasonable supplier evaluation system
To establish a scientific and reasonable supplier evaluation system, we must first make clear the supplier evaluation objectives. Because for any enterprise, the evaluation goal of suppliers is to integrate supplier resources and eliminate unqualified suppliers, so as to achieve the goal of survival of the fittest. Therefore, enterprises should also carry out supplier evaluation under this goal, and should fully realize that this work is not a simple evaluation of suppliers but related to the future development of the company; Secondly, it is necessary to accurately establish the evaluation index of suppliers. It can be said that this link is a very important link, which is related to those suppliers who will continue to be partners of the company and those suppliers who will be eliminated by the company. According to the practice, the evaluation of suppliers by enterprises is based on materials, price, after-sales service, delivery date, the ability to cooperate with the company's production and scientific research, the supplier's own production capacity and comprehensive quality. Finally, the enterprise can set up an evaluation team to evaluate the suppliers, and make different treatments for the evaluation results according to different situations. Specifically, the purchasing department of an enterprise needs to cooperate with the staff of other relevant departments to evaluate the existing suppliers and the suppliers in the database one by one according to the indicators and send special personnel to conduct field visits, then grade the suppliers' projects according to the indicators, make notes on the actual visits of suppliers, and classify suppliers according to the scores. For unqualified suppliers, it is suggested to eliminate the database, while for excellent suppliers who are considered to have developed into strategic or key levels, training is suggested, and for ordinary qualified suppliers, they can be included as supplier candidates.
(d) Optimize the performance appraisal of procurement personnel.
Under the mode of supply chain management, in addition to cultivating excellent talents for the company, it is necessary to strengthen the performance appraisal of talents, so as to constantly motivate employees to achieve the goal of survival of the fittest and ensure the loyalty of talents to the enterprise. Accordingly, in the field of procurement, in addition to strengthening the training of procurement personnel, in order to motivate employees and stimulate their enthusiasm for work, just as it is necessary to evaluate suppliers regularly to eliminate the fittest, it is also necessary to conduct business assessment on procurement personnel regularly and introduce incentive mechanisms to motivate employees to better serve enterprises. In order to optimize the performance appraisal of purchasing personnel, the company needs to formulate relevant appraisal systems, determine appraisal indicators, and evaluate purchasing personnel item by item according to the indicators within the specified time limit, and finally make different treatments according to different appraisal results.
Determine the assessment plan for a period of time. The assessment indicators mainly include purchasing efficiency, purchasing ability, annual purchasing volume, per capita purchasing volume, participation in training, attendance rate, discipline, purchasing price reduction, contribution to the company, service attitude and work attitude. From these indicators, we can see that except the last two indicators are flexible, the others are supported by data or company records. Therefore, in the assessment process, the relevant data to be referenced by the hard and objective indicators in front must be filled in by the assessed himself and then signed by his superior supervisor. As for the other two elastic indicators, it is suggested to make a questionnaire, send it to three different suppliers, and be filled in by the superiors, subordinates and peers of the assessed, and finally summarize it and submit it to the assessment team composed of company executives for review, and finally score. Finally, according to the different assessment results, the buyers who passed the assessment twice in a row will be given certain materials and certificates, and the buyers who failed the assessment twice in a row will be given more training. If it is still unqualified for the third time, the company may change its position or dismiss it as appropriate. For buyers with average assessment results, it is suggested that the company give personal suggestions according to different situations to improve their own progress.
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