1. establishment of supply relationship in supplier relationship management
the first step of supplier relationship establishment is the development of supply relationship, and the first step is the development of existing suppliers. through a series of activities such as re-evaluation, maintenance and promotion with existing suppliers, the relationship between the two sides will become more and more stable and close. The other is the development of new potential supplier relationship, that is, the development, selection, detailed investigation, analysis, business negotiation and evaluation of new suppliers turn potential suppliers into formal suppliers.
development process of supply relationship: different development processes are adopted according to the importance of supplied materials. If it is generally important materials, such as printed parts, it can simplify the development process and be cost-effective. If it is to choose important materials related to the competitive advantage and key technology of the enterprise, it should be systematically analyzed, evaluated and carefully selected. The process includes:
(1) finding suppliers: finding suppliers through various channels, such as websites and other media, peer introduction, industry publications, public bidding, etc. You can also find potential suppliers from the existing supplier pre-selection library and make a preliminary evaluation and screening of suppliers.
(2) Primary selection of suppliers: for example, through industry evaluation, issuing questionnaires to interested suppliers, third-party evaluation agencies and talking with relevant personnel of suppliers, etc., the information of suppliers can be obtained as much as possible.
(3) On-the-spot inspection of suppliers: For suppliers of important materials, purchasing personnel can be sent to inspect first to get a preliminary understanding of the supplier's site, management status, equipment status and conventional products.
(4) supplier evaluation: an evaluation team is formed to evaluate interested suppliers, including information and on-site evaluation on quality system, technical requirements, production management and after-sales service.
(5) business negotiation: business negotiation with qualified suppliers, including ① inquiry: sending documents and samples such as drawings and technical specifications, delivery requirements, monthly and annual consumption to suppliers. ② supplier quotation:
suppliers are required to provide written quotations and list the detailed quotations. ③ Price analysis: By analyzing the material cost, processing cost, labor cost, management fee, profit, etc. put forward by the supplier, and judging the rationality of the supplier's quotation by the method of shopping around. ④ Negotiation: Further negotiate with suppliers in terms of price, delivery date and cooperation mode, and sign a trial agreement.
(6) trial order: the qualified suppliers will be tested in small batches for about half a year to further evaluate and verify the quality, price, delivery, service and other conditions.
(7) Formally establish a supply relationship: after the negotiation is successful and the trial order is qualified, an invitation letter for supply will be issued to formally accept the supplier and establish a cooperative relationship.
second, supplier selection evaluation of supplier relationship management
supplier selection evaluation is the core of the whole procurement system, and the supplier selection criteria vary according to the strategic position of different partnerships. Short-term-oriented enterprises care about the current choices and achievements, pursue the efficiency of single market exchange and maximize the profits obtained at one time, and take "QCDS" as the principle of paying equal attention to quality, cost, delivery and service. Suppliers who need long-term cooperation are oriented to maximize the total profits of both parties brought by a series of subsequent transactions, including reducing transaction costs and operating costs, and improving customer value and revenue. Therefore, it is necessary to evaluate their internal management, financial status, technical capabilities and other comprehensive conditions.
quality: it is the primary factor in purchasing materials, which will eventually reflect the product quality, total cost and even brand reputation of the enterprise, and it is the first factor to measure suppliers. First, it is necessary to confirm whether the supplier has a set of quality system to ensure the stable and effective operation of product quality, and then it is necessary to confirm whether its equipment and technological capabilities meet the requirements of the purchased products. To inspect the quality of products, we should not only start from the inspection of products, but also from the interior of suppliers. The quality of purchased products should meet the needs of production, and it is not appropriate to have too high or too low quality.
cost: the cost of spare parts plays an obvious role in reducing the production and operation costs, improving competitiveness and increasing profits of enterprises. Cost refers not only to the purchase price of parts, but also to all expenses incurred during the use and after the end of the life cycle of parts, such as the sum of manpower, material resources and financial resources pointed out in the purchase, packaging, loading and unloading, transportation and storage. It is divided into material cost, order cost, maintenance cost and material shortage cost. The lowest total cost is the most sought goal of short-term exchanges. However, based on the long-term cooperative relationship between the two parties, we should not blindly emphasize the reduction of procurement costs, but should use the value analysis side ... > >
question 2: under normal circumstances, how do buyers maintain the relationship with suppliers? 1. sign the necessary purchase agreement before cooperation and inform the supplier of the relevant process to get the supplier's approval, so that the follow-up cooperation can be based on evidence, reduce disputes and avoid the deterioration of the relationship. Generally, a new supplier is added, and both parties reach an agreement on the order process, unit price, delivery conditions, delivery place, payment method and return process. For the suppliers whose new purchases have existed for a long time, it is advisable to reiterate the previous contracts and procedures to avoid the other party changing people or "testing" the new purchases and causing unnecessary disputes.
second, try to be concise but polite when communicating with suppliers, which will not only avoid misunderstanding, but also make the cooperation between the two parties more timely, thus gaining the favor of suppliers and improving service intentions. There are generally two ways of communication, one is email and the other is direct language communication.
third, the timely response to the supplier's questions can also strengthen the supplier's cooperation intention and consolidate the cooperation relationship.
fourth, some emotional interaction with suppliers can also enhance the cooperative relationship.
question 3: how to maintain the relationship between suppliers? 1 points is very simple: take the initiative to pay back the money in time according to the agreement, find fault with the product quality problems and feed back the opinions of the final consumers.
Question 4: How to maintain the old supplier relationship? Exchange honesty for honesty
Question 5: How to establish and maintain supply chain partnership? Rough selection of partners: From the perspective of enterprise strategy, check whether it is necessary to establish supplier partnership and at what level. Fine selection of partners: determine the criteria for selecting partners and evaluate potential candidate enterprises. The theoretical basis of cooperation among supply chain enterprises 1. The principle of selecting supply chain partners basically considers that partners must have their own core competitiveness, the same values and strategic thinking principles, the continuity of technology and technology, the effective exchange of performance and operating conditions of enterprises and information * * * Sharing partners does not require too much. It is less but better. 2. The method of supply chain partner selection is intuitive judgment, bidding, negotiation and selection, procurement cost comparison, analytic hierarchy process and neural network algorithm. 3. The steps of supply chain partner selection: rough selection of partners: from the perspective of enterprise strategy, it is necessary to test whether supplier cooperation relationship needs to be established and which level of supplier cooperation relationship should be established. Fine selection of partners: determine the criteria for selecting partners and evaluate potential candidate enterprises. Refinement and confirmation of partners: Follow-up evaluation of formally established partnership partners: maintain and refine the partnership, including strengthening the partnership or dissolving the partnership. 4, the evaluation and selection of supply chain partners, demand and necessity analysis, establish the selection objectives of partners, establish the evaluation criteria of partners, establish the evaluation team, and participate in the evaluation of supply chain partners' implementation of the supply chain partnership. 5, establish the supply chain partnership, pay attention to mutual trust information * * * share the power and responsibility, and clearly solve the problems between partners. < P > Question 6: How to maintain the relationship between old customers or talk about work first < P > Only when it is related to a certain extent can private matters be involved! ! !
Call at least once every two weeks
Otherwise, if you call too often
the other party will be disgusted! !
Doing business means making friends
Try to turn your customers into your friends! ! ! !
question 7: the basic content of supplier relationship management should determine the characteristics of suppliers that conform to the company's strategy, evaluate all suppliers, and divide suppliers into transactional, strategic and large-value types. Generally speaking, transaction type refers to a large number of suppliers with small transaction amount; Strategic suppliers refer to a few suppliers necessary for the company's strategic development; Large-value suppliers refer to suppliers with huge transaction amount and general strategic significance. The goal of supplier classification is to formulate different management methods for different types of suppliers and realize effective management. This change in management mode should be supported by full communication with all stakeholders. The evaluation and selection of suppliers should consider many factors, including: strength (technology, capacity, competitiveness, etc.); Response speed (sales service, quality response speed, response to prevention problems and interest in improvement work, etc.); Quality management (efficiency, product design and quality assurance procedures, etc.); Time control (the length of delivery and whether delivery is on time, etc.); Cost control (design cost, manufacturing cost, maintenance cost, transportation cost and storage cost, etc.). SRM can comprehensively examine all aspects of suppliers and help enterprises make accurate classification and selection. The two most important exports of enterprise business are "buying" and "selling" in a broad sense. In the aspect of "selling", in order to win the market and customers for their products and services, enterprises pay more attention to this management and invest more in the market. With the development of this trend, from the end of the 2th century to the mid-199s, management software vendors have launched CRM products, and enterprises have begun to use this management idea and this tool to better explore the market, improve customer loyalty, strive for new customers and maintain old customers. However, in the aspect of "buying" and the relationship with suppliers, it has not attracted the attention of enterprises, perhaps because of the buyer's market. Buyers think that as long as I have a purchase demand, sellers will come to me and provide services for me, and enterprises don't have to pay much attention to the relationship with suppliers. However, in the 21st century, with the deployment of resources within the scope of globalization, the further development of business alliances among enterprises, and the increasingly strong trend of close connection of supply chain business, the relationship between enterprises and suppliers becomes more and more important. When enterprises find that their contributions can be integrated into a new capability and produce comprehensive benefits, customer loyalty can be re-established, which implies cooperation and innovation with suppliers. The market value created by this cooperation with suppliers is an important issue in business partner cooperation. Just like the partnership with customers, the relationship with suppliers in the supply chain will also change the partnership between enterprises. In the western market at the end of 198s, the supply chain of clothing industry and food industry also cooperated in some operation modes. For example, QR(Quick Response) and ECR(Efficient Customers Response) completely improved the responsiveness and scope quality of the whole supply chain. Today, just like the partnership with customers, the partnership with suppliers has become a way of mutual cooperation, and the results of this cooperation are enough to run the whole society. For example, when Microsoft and Intel joined forces to develop microcomputer chips and operating systems, they rewrote the layout of the personal computer industry together; Many retailers and distributors, as well as manufacturers, have close high-efficiency and high-tech partnerships, so that business processes such as shearing wool to clothes hanging on hangers only need as few steps and as short as possible, saving unnecessary procedures and reducing the loss of money in the original whole process. For a long time, especially since the end of the 2th century, academic circles have done a lot of research on this subject, such as Timothy M. laseter's book "Balanced Sourcing" (1998 by Booz-Allen &; Hamilton Inc) clarifies the difference between traditional suppliers of buying and selling relationship and long-term suppliers of business partnership today, and puts forward the concept of "Partner suppliers"; Dave ZNelson, Patricia E. Moody and Jonathan Stegner co-wrote "Purchasing Machines-How Top 1 Companies Use Best Practices to Manage Their Supply Chains" ("The > >
question 8: how to establish a long-term friendly cooperative relationship with suppliers to ensure that the agreed standards are met
providing services is a project and must be managed like a project. Someone, maybe you or a member of your team, is needed to act as a coordinator to ensure that every aspect of service delivery meets the established standards.
attention to detail
details determine success or failure. Many relationships break down because suppliers don't pay attention to details-customers keep asking for them, and many competitors are eyeing them. The relationship between the two parties should be based on trust. Errors come from details that are not noticed rather than some changes that no one can predict. Errors will gradually erode and eventually destroy customers' trust in us.
when unforeseen events happen, early communication and dialogue with customers will help to maintain the trust of customers and the relationship between the two parties.
showing the * * * universality of culture
There is a dangerous factor in the process of interacting with customers: when there is little or no contact with customers for a period of time, we may modify or improve our services according to our own wishes to show how excellent we are. We were able to get the contract because we have cultural similarities-both at the organizational level and at the personal level. If we don't realize that any change should be the result of dialogue between the two sides, we will also lose this contract. When there is a change, even if it is not caused by both us and the customer, then at least before implementation, we should explain it to the customer and ask for their consent.
provide after-sales service
if we win a business and want to continue to cooperate with our customers or expand our business, we can only achieve this goal after providing after-sales service that exceeds our customers' expectations. In particular, the following aspects should be done well.
seeking feedback
in most enterprise organizations, there will definitely be a customer satisfaction survey after completing the service. It is a questionnaire used to investigate customer relationship, which is completely independent of sales staff and delivery.