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Purchasing and Supply Management

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					Purchasing and Supply Management
Introduction
1. Procurement: general economic conditions in the market means, in the
process of circulation of commodities, companies and individuals access
to goods channels, methods, quality, price, time to predict the choice,
put money into commodities trading course . Narrow sense refers to demand
submitted procurement plans, audit plans, selecting suppliers, through
the business negotiated prices, delivery and related conditions, the
final contract as required, the process of receiving payment.
2. Supply: refers to the supplier or seller to the buyer to provide
products and services to the whole process.
3. Procurement Management: In order to achieve production or marketing
plan, from the supply business, where appropriate, in ensuring quality of
the premises under the appropriate Shi Jian, the right price, purchase
the appropriate number of commodities Caiqu of Yi Jilie management
Huodong.
4. Supply Management: For durability, quantity, economy, production and
operation time of the supply needed for the various items, the
procurement, storage for materials such as Yi Jilie supply process to
plan, organize, coordinate and control to ensure that enterprises
business objectives.
5. The role of purchasing and supply management: (1) profit leverage. (2)
the role of the return on assets. (3) the role of information sources.
(4) the role of operational efficiency. (5) the role of competitive
advantage.
6. On the purchasing and supply management objectives expressed as
follows: (1) do not ask off of materials, supplies and services to enable
the organization to function properly. (2) the loss of inventory
investment and to maintain minimum. (3) to maintain and improve quality.
(4) discovery or development of competitive suppliers. (5) the time when
conditions permit, will be the shopping capital standards. 6) the lowest
total cost of the necessary goods and services. (7) and other functions
within the enterprise to establish harmony between the rich and efficient
working relationship. (8) possible, the lowest level of administrative
costs to achieve the procurement target. (9) to improve the company's
competitive position.
7. Procurement Category: according to the scope of sub-procurement: the
procurement of domestic and foreign procurement by procurement time
points: long-term contracts and short-term procurement contract
procurement by procurement of the main points: personal purchases,
business purchases and government procurement of sub-procurement system:
centralized purchasing, decentralized Procurement and mixed procurement)
output divided by the procurement: the procurement of tangible and
intangible procurement
8. Purchasing departments and their responsibilities: Vice President
under production [procurement functions simpler, more stable material
prices]
2) belong to the executive vice president [to get a better price and
payment method to achieve financial goals; suitable for the production
scale and variety of materials, often need to adjust prices, procurement
must take into account the overall balance of interests and Marketing]
3) under general manager [for production of small, but the cost of
materials or merchandise, or sales in the manufacturing cost of a
relatively high proportion of companies]
4) under the Department of vice president of materials [function is to
meet the manufacturing and warehousing sector, the overall supply of
materials to achieve operational]
9. The concept of e-procurement: computer technology, network technology,
according to e-commerce software, the Internet as a link, EDI and
electronic commerce payment AM security systems to protect the real-time
information exchange and online trading of procurement activities.
10. Compared with traditional procurement methods, the main advantage of
electronic procurement in which aspects? (1) improve communication speed.
(2) to enhance the exchange of information. (3) reduce the cost. (4) to
strengthen the ties and improve the quality of service. (5) hours will be
extended. (6) enhance the competitiveness of enterprises.
11. The concept of global sourcing: sourcing in global organizations,
global supplier within the scope of the implementation of procurement, in
order of price, quality, services, and domestic procurement alone
amounted to less than competitive advantage.
12. The concept of supplier partnerships: an enterprise with suppliers to
achieve the highest level between, on the basis of mutual trust for the
parties to the adoption of common, clear objectives and established a
long-term relationship .
13. JIT purchasing concept: at the right time, right place, in order to
provide the right number of appropriate items.
Chapter Strategic Purchasing and Supply
1. Corporate strategy: the management of the enterprise policy rules set.
2. The purpose of corporate strategy: the establishment of the company's
position in the market segment, successfully compete with competitors and
meet customer needs, for excellence in business performance.
2. Business strategy types: 1) cost leadership strategy: more than
competitors to provide products and services, low cost, in order to
attract customers. [Market standardization, advantages persistent] 2)
differentiation strategy [buyer preferences]
3) centralized strategy: to a certain segment of the market segments
targeted by the small market for the buyers to provide a lower cost than
competing products, services, or provide to better meet customer demand
than its competitors have differentiated products, services, in order to
attract customers.
4. Strategy development, implementation and evaluation activities in the
four levels:
1) Company-level [the whole company and all business strategy] 2)
business-level [in the company's diversification strategy in all areas of
operation strategies] 3) The functions of the level of [all the specific
functions of the various business units strategy] 4) the operations level
[various departments within the functional areas of strategic]
5. Purchasing and Supply Strategy: Procurement management refers to the
overall strategy to achieve business goals, the objective of full
analysis of business environment and external suppliers and internal
environment in which the sweat on the basis of micro-environment,
determine the procurement management objectives, develop procurement
strategic planning and implementation of a dynamic management process.
6 procurement and supply strategy and the relationship between business
strategy: an effective strategy for procurement and supply one of the
goals is to better implement the business goals of Purchasing and Supply
and targets, therefore, the purchasing department to participate in
strategy development; on the other hand ensure that procurement business
strategy with supply strategy to become the organic components; to ensure
the effective procurement and supply strategies reflect a supply of
opportunities and problems that exist.
7. Purchasing and supply strategies constitute the elements: purchase
what, when purchasing, how to purchase, what price procurement, who is
responsible for procurement, how to purchase, purchase the amount of
quality.
8.ABC analysis of defects: the use of "ABC" method for class A
items will greatly enhance the overall cost of management performance,
and for Class B or C class items have little effect; this method only in
accordance with a standard to project is divided into A, B, C class,
obviously the neglect of other important criteria; the face of fierce
competition in the market environment and suppliers, "ABC"
method can not be extended to the development of supply management
strategies and tactics.
Chapter II of Purchasing and Supply Management Process
1. The procurement of the basic procedures: demand and procurement plans
to determine the identification, search and analysis of sources of
supply; pricing; prepared and issued orders, order tracking and with the
urging, the inspection and receiving, invoicing and payment of the
purchase price, records maintenance.
2. The concept and role of the Procurement Manual: enterprises,
government agencies, schools, hospitals, associations and other
organizations, in order to make the internal operations of various units
in the implementation of procurement rules to follow when, usually will
develop, "Procurement Manual" to promote the
institutionalization and rationalization of procurement activities and to
achieve appropriate quality, timely, appropriate, suitable price target.
It is essentially a medium of exchange of information, to clarify the
procurement policies, procedures, directives and regulations and so on.
3. What are the traditional procurement process defects traditional
procurement process due to a lack of easily lead to inefficient
processes, these deficiencies in the following aspects: (1) a series of
no value-added paperwork. (2) too many documents operation. (3) internal
and external order processing time consuming. (4) work consumes a lot of
text cost.
4. E-procurement model: the buyer system, the vendor system and third
party systems.
5.JIT procurement principles mainly in: (1) with the traditional
procurement of inventory for different time of purchase is a direct
demand-driven procurement model, it is directly to the needs of
procurement delivery point; (2 ) what users need, send what the
specifications meet customer needs; (3) What is the quality of user
needs, send what quality, variety and quality in line with customer
needs? Defective and refused to waste; (4) How much would send the number
of users, not only did not get a lot more to send; (5) When the user
needs, that's when you deliver, not later sent or early delivery, very
time ; (6) and where the user needs, and sent to any location.
Chapter III procurement plans to determine the development and
procurement budget
1. Forecast concepts and methods: a program to quantify, is a business
enterprise during a set period of objective decision-making
systematically through the data reflected a business decision specific,
quantifiable performance.
2. Shishu predict the role of procurement. (1) prediction is the basis
for decision-making. "Excellent results depends on the wise
decision-making; and wise decision-making depends on the quality of
forecasts." (2) market forecast will help to master technology and
product development direction and speed, we find that the laws of supply
and demand change and development , for the development of procurement
plans, procurement strategy decision, invigorating business, improve
economic efficiency to provide important information. (3) help to control
the product life cycle at which a stage to determine the procurement
strategy to prevent the procurement of technological backwardness. (4)
help control the production potential of manufacturers, be aware of when
purchasing. (5) help to seize the market procurement opportunities, avoid
or reduce the purchase risk.
2. Independent demand requirements of materials and related materials:
the relevant demand is the demand for certain materials and other
materials have a direct match between the demand as some other materials
to determine the future, they can be correlated to the species of this
The demand for materials derived from the independent demand is a demand
for materials is determined by the external markets, and other materials
there is no direct correspondence to show the independence of the demand
for this stock
3. Regular Order model: is defined as pre-orders at intervals determined
by Order to add a stock inventory management.
4. Material Requirements Planning MRP: material requirement and needs a
calculation time of the system, the core idea is to focus on transforming
the corresponding voluntary organizations to achieve at the right time
right place to get the right materials, on-demand in-time production,
improve customer service levels, while the lowest cost of inventory,
production and maximum efficiency.
5. Distribution Requirements Planning DRP: widely used in product
marketing and distribution system potentially powerful technology, mainly
to solve the distribution of materials supply planning and scheduling
problems, the basic goal is reasonable for the voluntary allocation of
goods and distribution to reach effectively to the needs market needs,
but also makes the most economical cost allocation purposes.
6. The concept of the procurement plan: refers to the production and
operation activities to ensure the supply of material requirements and
procurement plans prepared by the general term for all.
7. The role of the procurement plan: can effectively avoid risks, reduce
losses; to provide a basis for the procurement organization; conducive to
rational allocation of resources to obtain the best value for money.
8. Procurement budget preparation steps: review of the strategic
objectives of enterprises and departments to develop a clear work plan,
identify needed resources, make accurate budget figures, summary, submit
the budget.
9. Procurement budget methodology: flexible budget, the probability of
rolling budget, the budget of zero-base budget
Chapter supplier selection and supplier management
1. Supplier selection identified principles: 1) Price 2) Quality 3)
Services 4) Location 5) supplier inventory policy 6) Flexible
2. Supplier Quality concept: in the context of a specific performance,
meet or exceed existing and future customer expectations or needs.
3. The meaning of supplier quality management: supplier product quality;
supplier quality level will affect the supplier now and in the future
level of performance; supplier or suppliers of quality management are
essential to continuous improvement; many companies from procurement of
parts suppliers and even the final product completely.
4. Supplier partnership concept: the enterprise with suppliers to achieve
the highest level of cooperation, it is the basis of mutual trust, both
supply and demand in order to achieve the common goal of total risk
taken, shared the interests of long-term relationship
5. Supplier partnerships and the difference between traditional
relationship: (1) the traditional model: the lowest price; product
specification guide; short-term, market reaction; to avoid trouble;
purchasers responsibility; tactics; the two sides do not communicate
basic information. (2) Partnership: the total cost of procurement; end-
user oriented; long; opportunity to maximize; functions of the cross-
group, senior management involvement; strategy; purchasers and suppliers
communicate short and long term plans; of risks and opportunities;
standardization; joint venture; share data.
13. The establishment of supplier partnerships meanings: enterprise
development and long-term supplier partnership is of great significance.
(1) with suppliers to establish long term partnerships with suppliers can
reduce the supply cycle, improve supply flexibility; (2) can reduce the
company's raw materials, spare parts inventory levels, reduce management
costs, accelerate cash flow; (3) improvement of raw materials, parts and
components of quality; (4) can enhance communication with suppliers to
improve the processing of orders to improve the accuracy of material
needs; (5) can be shared with suppliers of technology innovations, speed
up product development speed, shorten the product development cycle; (6)
can share management experience with suppliers to promote their overall
management level.
14. Suppliers Classification and characteristics of partnership: basic
supply chain alliances and partnerships are usually the focus is to
reduce costs and risks; moderate levels of supply chain alliances and
partnerships with the functions of the target directly linked to its
development by a standardized way higher, likely to improve quality,
accelerate delivery and reduce working capital cycle as the goal;
strategic or high-level supply chain alliances and partnerships
proportion of small businesses directly linked to, or support for final
goods and services .
15. Typical supplier partnerships characterized by: the strategic raw
materials, Union 2) advanced technology development partnerships 3) early
supplier involvement in process design of the technology alliance
?Chapter VIII Purchasing performance evaluation
1, Procurement Performance: Procurement is the quality good or bad,
specifically the quantity and quality come from the assessment of
procurement functions and where only the staff to achieve established
objectives and specific goals.
2, Procurement Performance Evaluation of reasons: 1 to ensure the
procurement goals 2 provides the basis to improve procurement performance
reward and punishment 3 as the reference person or department, to improve
individual well and the 4-sector initiatives to promote sector relations
3, Procurement Performance Assessment: 1 Select the appropriate measure,
the target value of performance indicators to assess the work of a
scientific and rational 2 of 3 continuous and long-term assessment of the
global awareness should be
4 Performance Evaluation of staff involved in procurement: a purchasing
department in charge of the accounting department or the financial sector
2 3 4 manufacturing and engineering suppliers 5 outside experts or
management.
5, Procurement Performance Assessment Category: 1, 2, qualitative and
quantitative assessment of the overall assessment and specific assessment
of the external evaluation and internal evaluation 3 4 individual
assessment and functional assessment of 5 regularly assess and evaluate
from time to time
6, procurement performance evaluation criteria: a history of performance
standards for two budget standards 3 4 goal of the industry average
performance standards
7, the establishment of price and cost indicators of the benefits: You
can measure the bargaining power of buyers, and both supply and demand
forces of the DFG, and demonstrated the effectiveness of the procurement.
8, the procurement target classification: 1, price and performance
indicators 1) the actual price difference between standard cost and 2)
the actual price difference between the price of the past moving average
3) use the ratio of price and the purchase price 4) the purchase price
and the current base purchase price of two, the quality of performance
indicators 1) quality system 2) the quality of the three materials, the
time indicators of 1) Emergency Procurement Performance Indicators 2)
shut down for lack losses indicators of efficiency indicators 1) the
procurement value 2) The procurement amount percentage of total revenue
3) the volume of orders 4) The cost of purchasing 5) procurement program
completion rate 6) error procurement times 7) order processing time 5,
the logistics performance indicators 1) Inventory 2) Transportation 3)
bank account to fulfill orders for six supply business performance
indicators 1) the number of suppliers 2) supplier quality 3) supplier
relationships 4) the proportion of on time delivery 5) purchase the
number of defects and returns seven strategic performance indicator
example: the procurement lead time, the proportion of e-procurement,
supplier training and selection costs, etc.
9, procurement performance evaluation steps: needs assessment to
determine the performance of a type 2 specific assessment indicators to
establish the performance evaluation criteria set 3 4 5 evaluators
identify the selected time to assess the implementation of assessment and
evaluation of the frequency and the feedback of results 6
10, Benchmarking: An established performance standards, processes,
measurement methods and goals is to Benchmarking
11, the role of benchmarking: a help companies identify the best business
or sector the methods used to break the conservative 2 Benchmarking the
situation, help the enterprises to obtain valuable market information
12, the conditions for the implementation of benchmarking: a structural
condition. Adequate financial capacity, enough time, have sufficient
knowledge of benchmarking and flexible use, with the competitiveness and
development potential, with the core processes of their two cultural
conditions. Have the ambition, desire for change, willing to share
information, management commitment, employee participation in terms of 3
skills. The process material, such as corporate flow chart, to understand
how different processes affect the operation of competitive advantage and
key success factors, performance standards process
13, the type of performance management: one, according to benchmarking
activities of different divisions of the subject. 1) Strategic
Benchmarking 2) operational benchmarking 3) support the activities of
Benchmarking II, as the different divisions of benchmark objects. 1)
Internal benchmarking 2) competitor benchmarking 3) extensive
benchmarking 4) benchmarking process.
14, the benchmarking process: planning, analysis, integration,
implementation, mature (assessment)
15, transforming the way purchasing performance: a performance
improvement of working environment to create a 2 by strengthening
internal management to enhance the procurement of new technology to
enhance performance 3 4 procurement performance with suppliers to achieve
better cooperation to enhance procurement performance through the
development of best 5 new suppliers and reduce total cost of procurement
?Chapter VII of the procurement of quality management
1, procurement activities, procurement of quality raised three questions:
1 how to use the idea of quality management to procurement departments
and their various activities and how to two suppliers to continuously
improve and enhance the quality of how to establish purchasing quality
assurance 3 system
2, total quality management: within the structure through the
organization of all functions at all levels and the active participation
of the organizational structure the products and service quality can get
continual improvement and improve the integrated management of Li Nian.
3, Procurement Quality Management: quality of procurement planning,
organization, coordination and control, supplier quality through the
assessment and certification, thus establishing the procurement of
quality management assurance system, to ensure the material supply
business activities.
4, Procurement Quality Management on the role of: 1 will help improve
product quality 2 to help ensure production rhythm, and continued for 3
enterprise products help ensure the safety of the production and use of
links
5, the contents of the procurement of quality management work: First, the
purchasing department of quality management. A quality control material
procurement of materials procurement organization 2 3 materials and the
coordination of procurement and supply of materials procurement and
supply of Control 4, the second work, the supplier certification and
evaluation of three products tested (effect: 1 to ensure the quality
final product quality 2 verification of the implementation of Quality
Supervision, 3 suppliers identify problems, clarify responsibilities, and
4 to find out the quality of state purchases will help keep maintenance
6, the basic principles of quality management in procurement (5R): 1 2
proper proper quality suppliers the right time 3 4 5 appropriate number
of appropriate locations
7, how to set up procurement of quality management system: a train of
modern quality management concepts, quality consciousness, strengthening
procurement 2 entire process to enhance the quality of procurement
management three efforts to do the basic work of quality management
purchasing 4 to establish quality management system procurement
8, the basic skills of procurement quality management: a survey method
(defect location survey, unqualified questionnaires, matrix
questionnaire) 2 sample tests 4 causal Figure 3 Histogram
9, investigation procedures to solve the problem: a clear objective of
two to determine the collection of data needed to achieve the objective
data collected by three to determine the data analysis and head of four
purpose designed questionnaire according to the format, including the
investigation of people, time, place and methods to collect data 5 on 6
review and modify test format of the questionnaire
10, cause and effect diagram application and precautions: 1 identified
the need to solve a major draw quality 2 trunk, and fill the box in the
right end of the quality of three major categories of potential causes
identified, and were drawn as a large branch trunk Liangce 4 on the
result so far to mark the biggest impact because the necessary 5 credited
to the relevant issues, such as the title, drawing people, dates, Shen
Jia as well as other Gongcan Kao's Zhuyishixiang
11, the sampling program classification: 1, according to product quality
characteristics of a) Sampling scheme 2) Sampling plan II sampling
program counting principles 1) the standard sampling plan 2) selection of
sampling plan 3) adjust the sampling plan III sampling procedures in
accordance with Category 1) a sample 2) the second sample 3) multiple
sampling
Chapter VI Procurement and Contract Pricing
1, the type and definition of purchase price: a service price quote that
includes the supplier is responsible for the procurement side of the
warehouse delivery of goods or designated location, the various costs
that occur during the 2 ex-factory price that suppliers Price does not
include transportation responsibilities, means of transport hired by the
purchaser, supplier warehouse to pick 3 cash price in cash or equivalent
means to pay the fare paid for 4, that the purchaser of a promissory note
or deferred payment for the procurement of goods 5 net that suppliers
actually receive the payment, not pay any transaction costs in 6 gross
price that vendors offer, certain factors can be discounted because the
spot price of 7, that each transaction, re-negotiated price from the
supply and demand sides, signed a contract of sale will be completed even
after the transaction terminates the contract price of 8, that buyers and
sellers in accordance with the transaction price agreed in advance 9
Nett, both the actual purchase price of the transaction
2, the purchase price of factors: a level 2 provider of cost and quality
specifications of procurement items of supply and demand 3 4 5 production
season and timing of procurement for the procurement of delivery 6 7
payment terms
3, procurement pricing: a cost-oriented method 2 method 3, the market
demand-oriented pricing four life-cycle cost method, the lowest cost, in
the life cycle so that the specific physical assets specific to best use.
5 target costing, competition in the market price is derived from the
product cost estimate, he was used to continuously improve and update the
technology and production processes to reduce costs
4, procurement negotiations: Enterprise for the procurement of goods, as
a buyer and seller companies on the purchase and sale of the business
related matters, such as the variety of goods, prices, specifications,
etc. repeated consultations, reached an agreement to establish mutually
satisfactory purchase and sales.
5, the negotiations for the occasion: a procurement structure of complex
and technically demanding strict sets of machinery and equipment, re-
design, installation testing, the cost price to be negotiated over two
competing suppliers to purchase goods supplier 3 is not However,
enterprises can more self-control, or to foreign buyers, or can
substitute other goods when the goods after 4 need to open tender, but
the results of the bidding in the specification, price, delivery date and
so on, not a commodity to meet the requirements of the original 5 Xu Yong
procurement contract expires, market conditions have changed, and the
purchase amount is large
6, negotiation methods Category: Value bargaining, bargaining hard type,
mild bargaining
7, the contents of the negotiations: a commodity, the price of Condition
2 Condition 3 Condition 4, the number of goods of goods 5 delivery terms
of packaging conditions for the loan payment terms 6 7 8 cargo insurance
conditions for the inspection of goods and claims and 9 irresistible
conditions 10 Arbitration
8, purchase negotiations, the role of: 1 can reduce procurement costs for
2 to 3 can be for ensuring product quality and timely delivery for the
procurement of goods 4 may be more favorable for the service for 5 to 6
can reduce the procurement risk properly handle disputes, maintaining
both The effectiveness and normal relations for the subsequent creation
of conditions for continued cooperation
9, procurement negotiations of factors: participants in the negotiations,
negotiation situation, negotiation time
10 steps to successful negotiation plan contains: 1 to determine the
specific objectives of the negotiations of both the strengths and
weaknesses 2 3 4 to collect information of each other's need to identify
real problems and needs 5 6 for each problem set a closing position of
negotiating strategy and development 7 Strategy 8 talks to others the
contents of nine negotiating brief preview
11, purchasing negotiation process: an introduction to both sides
negotiate a negotiating agenda and rules of procedure 2, the scope of
negotiations, both sides need to agree on three common goal of 4 possible
cases, both sides need to identify and address common impede negotiations
differences between the five goals agreed to negotiate an end
12, procurement negotiation strategies: a speculative strategy 2 to avoid
controversy Strategy 3 Strategy 4 diversionary strategy of emotional
communication strategy 5 6 other negotiating strategies ultimatum
13, negotiation skills: a development agenda for the talks, the more
difficult issues should be arranged to talk about the two questions are
behind the snooping case and gathering information and Ji effective means
of putting pressure on the other 3 a stalemate, both sides made
concessions in the negotiations 4 is the communication between human
beings, it is necessary to weigh the negotiations and drive each other
each other's humanity's ability to negotiate
14, procurement contracts: an economic contract is both supply and demand
for the implementation of the supply and marketing tasks for the rights
and obligations of both parties entered into a legally binding written
agreement.
15, the characteristics of procurement contracts: a legally binding.
Between the parties with legal rights and obligations of the two purchase
contracts is a legal act between the parties. Only in line with national
laws, regulations and related policies, only the force of law. 3 The
purpose of the procurement contract with a clear procurement of four
parties to the contract must be a social organization with legal
personality is equivalent to 5 procurement contracts must be paid
compensation contract should abide by the principle of equivalence
16, the role of the procurement contract: a contribute to strengthening
and developing business contacts and cooperation between the two
companies will help strengthen economic accounting, and improved economic
management by the law 3 help manage the economy
17, a procurement contract to develop principles: a legal 2, equality and
mutual benefit, consensus and the principle of equal compensation
18, the types of procurement contracts: first, the validity of the
contract according to classification. 1) a valid contract, 2) the effect
of the contract to be determined 3) the contract is invalid 4) may revoke
the contract, the second, a special contract. 1) installment purchase
contract 2) the success of the procurement contract with sample 3) the
procurement contract trial 4), bidding and bid procurement contracts
19, the contents of the procurement contract; a quality product the name
of the two terms of quantity and unit of measurement 3 4 5 the price of
delivery period, place and method of 6 packaging standards and packaging
supply and recovery of product acceptance method 7 8 9 settlement in
breach of contract
20, the procurement contract to fulfill the basic principles: 1 full
implementation of the principles of collaboration to fulfill the
principle 2 3
21 ways to dispute resolution: conciliation or mediation 1 2 3
arbitration proceedings
22, the procurement contract is terminated: 1 contract procurement
contracts settled 2 3 contract to lift off. That procurement contracts
offset the debt picture of the movements of procurement contracts 4.
Success of the contract means the party to insufficient access rights
because the parties are unable to deliver the contract's subject or thing
to perform obligations Jiang object Jiaoji party escrow Jiguanershi
procurement contract to lift the Hang Wei 5 procurement contracts in debt
relief. Procurement contracts that the debtor's creditors to remove a
unilateral legal act 6 of procurement contracts, credit and debt mix.
Success of the contract means the debtor into a creditor good people, so
that the rights of creditors and debtors obligations to end good.
?Chapter Supplier Selection and Management
1, the supplier of the survey: a resource market analysis. Investigate
the contents of the 1) resource market size, capacity and nature of 2)
resources in the market environment to 3) resource market analysis of all
the content providers to 1) determine the type or off the market is tight
type 2) to determine market growth or decline Type 3) to determine the
overall level of market and supplier selection according to the level 2
supplier preliminary investigation. The main elements of 1) product
quality, specification meets business needs, the price level to 2)
product strength, size, the capacity of the credibility of degrees to 3)
products are competitive Haishi monopoly Shang Pin 4) corresponds to Ben
Suppliers How three enterprises traffic-depth investigation Suppliers
2, the principle supplier selection indicators to determine: 1 price 2
quality 3 service providers position 5 4 6 flexible inventory policy
3, the factors that affect supplier selection: a supplier's product
quality and price 2 3 services
4, the supplier of the assessment: 1 2 supplier visits 3 Negotiation of
Tender Law
5, the supplier's quality management definition: includes three aspects.
A performance consistently meets or exceeds the capacity of the standard
2 present or future customer expectations or standards for three products
supplier quality is not only physical characteristics
6, supplier quality level of the procurement side effects: a supplier on
product quality of two suppliers affect the performance of current and
future levels of 3 supplier quality management or continuous improvement
of supplier essential way
7, supplier quality management strategy: provide clear product
description 1 2 3 clear expectations of the purchaser the purchaser's
attitude optimal number of suppliers 4, 5, 6, supplier performance
evaluation supplier continuous improvement 7 8 Supplier Supplier Quality
Incentive identified
8, supplier relationship Category: 1 partners, giving priority to type 2
3 4 key business-commercial-type
9, supplier partnerships: a developing long-term, and interdependent
relationship two such relations by explicit contract or verbal identified
three of the goals of mutual trust Xianghu 4 sides, a total risk, Gong
Xiang information together Kaifa create around 6 5 A strict co-operation
scale to measure performance, continuously improve
10, the drawbacks of traditional procurement: a closed procurement
process information, suppliers and purchasers can not do an effective
information sharing, more than efficiency effects caused significant
increase of 2 inventory costs on product quality, delivery difficult to
control both supply and demand 3 relationships are not well coordinated,
competition more than cooperation, failed to achieve a win-win 4
suppliers to slow in reacting to changing customer demand, the lack of
ability to change to meet the demand
11, the establishment of supplier partnerships significance: a provider
can reduce the supply cycle and improve the flexibility of 2 can reduce
the supply business of raw materials, spare parts inventory levels,
reduce management costs, speed up cash flow increased 3 raw materials,
spare parts 4 can enhance the quality of communication with suppliers to
improve the order process to improve the accuracy of the materials
required to share 5 suppliers of technological innovation, shortening
product update cycle 6 to share management experience with suppliers to
promote the management level to improve
12, several typical supplier partnerships: a strategic raw materials,
advanced technology development alliance partnerships 2 3 early supplier
involvement in process design of the technology alliance
13, suppliers, partners, relationship building steps: 1 results should be
in the market research sector on the basis of the relevant departments to
analyze the success of goods, classification, according to a pre-
partnership-type of the classification module suppliers. 2, the
relationship between the supply partner to the requirements clear and
specific objectives and assessment targets to develop the action plan
goals Chu Dacheng 3 Tongguo supplier meeting the form of right supplier
Fang Wen Deng plan Shishi Jinhangzuzhi He Jindugenjin 4 through the
supply of inner service in Gongsi Business monthly evaluation, system
audit and other mechanisms to track the performance of suppliers
integrated
14, determine the principles of partnership: a formal communication
process with suppliers committed to a successful 2 3 4 ties together
profits stable, not dependent on others to look critically at 5, supplier
performance has 6 of each other with the reasonable expectation / hope 7
Staff have the responsibility to follow professional ethics guide 8 to
share useful information on suppliers to improve procurement total cost
of 9 non-hostile demonstrate their
15, to avoid the failure of the main points of partnership: a senior
management commitment to two rigorous supplier selection process of
ongoing efforts to improve 3 4 5 partnership goal is the same support
system and documentation 6 7 constantly concerned about the win-win broad
authority to share information on good communication 8 9 resource
concession of 10 confidence-building alliances and partnerships on the
goals and expectations within the educational interests of a change in 11
workers maintain the alliance and partnership capacity
tnership capacity

				
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