羅戈知識(shí) ┃ 如何選擇與管理合適的供應(yīng)商？
Roger knowledge how to choose and manage suitable suppliers?
上一章《你給不出標(biāo)準(zhǔn)，采購(gòu)只好選低價(jià)》文中我們談到變革項(xiàng)目在很多情況下都難以靠企業(yè)內(nèi)部獨(dú)立完成，需要借助外部資源的力量，變革團(tuán)隊(duì)只有將需求摸清、分解后給到采購(gòu)人員足夠清晰、可行的標(biāo)準(zhǔn)，才有可能選到好供應(yīng)商，用上好產(chǎn)品（服務(wù)）。
In the last chapter, "If you can't give the standard, you have to choose the low price", we talked about that in many cases, it is difficult to accomplish the transformation project independently within the enterprise. We need to rely on the strength of external resources. Only when the transformation team finds out the requirements, decomposes them and gives the purchasing staff enough clear and feasible standards, can it be selected well. Suppliers, use good products (services).
把標(biāo)準(zhǔn)化的需求給采購(gòu)，只相當(dāng)于將征婚啟示張貼出去，兩家公司能不能成事，并不是只靠甲方挑選前來(lái)應(yīng)征的潛在供應(yīng)商中最好的一個(gè)就行，因?yàn)榻缍?/span>“好”的標(biāo)準(zhǔn)是什么？現(xiàn)在“好”將來(lái)合作還一直“好”嗎？最“好”的供應(yīng)商是不是也最貴……這些問(wèn)題都沒(méi)有完美、確定的答案，與其癡癡地等待想象中最好的“意中人”到來(lái)，不如選擇與管理并重，共同成就各自的目標(biāo)。
Putting standardized demands on procurement is equivalent to posting marriage revelations. Can the two companies succeed? It's not just about Party A choosing the best potential supplier to apply for, because what's the criterion for "good"? Is "good" future cooperation still good? Is the most "good" supplier the most expensive? There are no perfect and definite answers to these questions. Instead of waiting for the best imaginary "loved one" to come, it is better to lay equal stress on selection and management and achieve their goals together.
一、門(mén)當(dāng)戶對(duì)
First, match each other.
挑到最好的那一個(gè)太渺茫，找到最合適的那一群則容易得多，然后才有可能從最合適的一群中優(yōu)選。這就要求采購(gòu)在尋源階段瞄準(zhǔn)適當(dāng)?shù)哪繕?biāo)群體——即潛在供應(yīng)商們。門(mén)當(dāng)戶對(duì)的門(mén)檻由變革團(tuán)隊(duì)和采購(gòu)共同制定，可以從公司資質(zhì)、財(cái)務(wù)狀況、業(yè)務(wù)范圍、現(xiàn)有客戶、組織架構(gòu)等相對(duì)公開(kāi)的信息去判斷。拋開(kāi)一般企業(yè)有三家比價(jià)的要求不說(shuō)，僅僅為了找到盡可能適合的供應(yīng)商角度，也要在前期尋源階段儲(chǔ)備足夠數(shù)量的資源。
It's much easier to pick the best one than to find the best one, and then it's possible to pick the best one. This requires procurement to target the appropriate target groups at the source stage, that is, potential suppliers. The threshold for portal pairing is set by change teams and procurement, and can be judged from relatively public information such as company qualifications, financial status, business scope, existing customers, organizational structure, etc. Setting aside the requirement of three price comparisons, companies should reserve sufficient resources in the early sourcing stage just to find the best possible supplier perspective.
假如市場(chǎng)上能達(dá)到門(mén)檻的該類(lèi)供應(yīng)商數(shù)量不多，可以公開(kāi)招標(biāo)并全部邀請(qǐng)，以確保大部分目標(biāo)資源都進(jìn)入潛在供應(yīng)商池；而假如市場(chǎng)上該類(lèi)資源的供應(yīng)商數(shù)量龐大，可以采取對(duì)到達(dá)門(mén)檻的供應(yīng)商群體定向邀請(qǐng)的方式，限制數(shù)量保障質(zhì)量，減少工作量的同時(shí)確保進(jìn)入池子的潛在供應(yīng)商都有足夠強(qiáng)烈的合作意愿。
If the number of such suppliers that can reach the threshold in the market is not large, tenders can be made public and all invitations can be made to ensure that most of the target resources enter the pool of potential suppliers; and if the number of suppliers of such resources on the market is large, the number of such suppliers can be limited by directional invitations to the group of suppliers that reach the threshold. Guarantee quality, reduce workload, and ensure that potential suppliers into the pool are sufficiently willing to cooperate.
潛在供應(yīng)商進(jìn)了采購(gòu)資源的池子后，變革團(tuán)隊(duì)與采購(gòu)就要進(jìn)行評(píng)估了。很多公司并沒(méi)有完整的這一步，認(rèn)為到達(dá)門(mén)檻后，就可以直接競(jìng)標(biāo)，價(jià)低者得。這種情況下中標(biāo)的供應(yīng)商往往不是最好的，等后續(xù)走合同流程了、甚至開(kāi)始運(yùn)作才冒出一堆問(wèn)題來(lái)，而此時(shí)負(fù)責(zé)任的、品質(zhì)好的供應(yīng)商早就被淘汰出去了。
When potential suppliers enter the pool of purchasing resources, change teams and purchasing are assessed. Many companies don't have this complete step, thinking that when the threshold is reached, they can bid directly, and those with lower prices will get it. In this case, the winning supplier is often not the best, until the follow-up contract process, or even start to operate before a pile of problems arise, and at this time responsible, good quality suppliers have long been eliminated.
非紅并非單純反對(duì)最低價(jià)中標(biāo)，而是反對(duì)唯價(jià)格論，因?yàn)檫^(guò)了門(mén)檻的潛在供應(yīng)商并不代表都有能力提供變革所需的業(yè)務(wù)資源，對(duì)于合格供應(yīng)商的充分評(píng)估極其重要，對(duì)應(yīng)的評(píng)估結(jié)果必須在評(píng)標(biāo)時(shí)占據(jù)相當(dāng)比重，如果供應(yīng)商是因?yàn)閷?shí)力強(qiáng)而控制得好成本，價(jià)低就應(yīng)得；而如果評(píng)估實(shí)力一般，價(jià)格最低就很有偷工減料的風(fēng)險(xiǎn)。
Non-red is not purely against winning the lowest bid, but against the price-based theory, because potential suppliers who have passed the threshold do not represent the ability to provide the business resources needed for change, and it is extremely important for qualified suppliers to be fully evaluated, and the corresponding evaluation results must take up a considerable proportion in the evaluation of tenders, if the supplier is due to For the sake of strength and control of the cost well, the price should be low; and if the assessment of strength is general, the lowest price is very jerry-building risk.
合格供應(yīng)商的評(píng)估當(dāng)屬跨部門(mén)行為，要將使用部門(mén)、負(fù)責(zé)安全環(huán)境的部門(mén)、采購(gòu)、財(cái)務(wù)甚至質(zhì)量等變革項(xiàng)目相關(guān)的部門(mén)拉進(jìn)來(lái)共同參與。評(píng)估不能寬泛地提問(wèn)題、走過(guò)場(chǎng)，只為驗(yàn)證自己決策是對(duì)的，而應(yīng)該制定統(tǒng)一的評(píng)估方法和標(biāo)準(zhǔn)，包括客觀和非客觀標(biāo)準(zhǔn)。
Qualified supplier assessment should be a cross-sectoral activity, involving the use of departments, departments responsible for the safety environment, procurement, finance and even quality related departments of change projects. Assessment can not broadly ask questions, go through the motions, just to verify their decision-making is right, but should develop a unified assessment methods and standards, including objective and non-objective standards.
評(píng)估問(wèn)卷里權(quán)重的分配沒(méi)有最佳值，最重要的是一致，可比性強(qiáng)。如果沒(méi)有綜合的評(píng)分項(xiàng)，只會(huì)陷入盲目的感覺(jué)和經(jīng)驗(yàn)中，放大潛在供應(yīng)商的優(yōu)點(diǎn)而忽視缺點(diǎn)，或者強(qiáng)勢(shì)的部門(mén)會(huì)主導(dǎo)供應(yīng)商選擇，只得獲得局部最優(yōu)，甚至連局部都被帶偏了。
The distribution of weights is not optimal in the evaluation questionnaire. The most important is consistency and comparability. If there is no comprehensive scoring item, it will only fall into the blind feeling and experience, enlarge the advantages of potential suppliers and ignore the disadvantages, or the strong department will dominate the supplier selection, only to obtain local optimum, even partially biased.
評(píng)估的結(jié)果不是直接作為選定供應(yīng)商的唯一依據(jù)，因?yàn)楣具€有商務(wù)流程（例如招標(biāo)）要走，具體的選擇供應(yīng)商和定標(biāo)的方法非紅將在后兩篇《先發(fā)制人，引君子》和《客觀，但有合理傾向》中詳細(xì)講解。綜合評(píng)估和商務(wù)條件談判后，最終總是會(huì)選出一家或幾家合同供應(yīng)商的，從簽合同開(kāi)始到開(kāi)始運(yùn)作之間，變革團(tuán)隊(duì)和采購(gòu)需要給中標(biāo)供應(yīng)商評(píng)級(jí)。
The results of the evaluation are not the only direct basis for supplier selection, because the company still has business processes (e.g. tendering) to go, and the specific method of supplier selection and bidding will be described in detail in the next two "Preemptive, Gentleman Citation" and "Objective, but Reasonable Tendency". After comprehensive evaluation and negotiation of business conditions, one or more contract suppliers will always be selected. From the start of the contract to the start of operation, the change team and procurement need to rank the winning supplier.
評(píng)估是為選擇供應(yīng)商做的充足準(zhǔn)備工作，而評(píng)級(jí)則是為給中標(biāo)供應(yīng)商確定合作關(guān)系的基調(diào)。由于未開(kāi)展全面具體的合作，評(píng)級(jí)的依據(jù)也只能基于評(píng)估的結(jié)果，大致可以分為三種——強(qiáng)勢(shì)型、平等型、弱勢(shì)型。不是說(shuō)要“門(mén)當(dāng)戶對(duì)”嗎？怎么還會(huì)有強(qiáng)勢(shì)型和弱勢(shì)型的供應(yīng)商中標(biāo)呢？原因有多種，有可能是需要外包的資源技術(shù)要求太高，處于市場(chǎng)壟斷地位的供應(yīng)商優(yōu)勢(shì)明顯；也有可能是業(yè)務(wù)盤(pán)子太小，大中型的供應(yīng)商退出競(jìng)標(biāo)或者操作不夠靈活而價(jià)格處于劣勢(shì)，讓小型供應(yīng)商脫穎而出了。
Assessment is the preparation for supplier selection, and rating is the basis for determining the partnership for the winning supplier. Because of the lack of comprehensive and specific cooperation, the basis for rating can only be based on the results of the assessment, which can be roughly divided into three types - strong, equal and weak. Not to say "to be equal to each other"? How can there be strong and weak suppliers winning the bid? There are many reasons, such as the high technical requirements of outsourcing resources, the obvious advantages of suppliers in the market monopoly position, or the small business plate is too small, large and medium-sized suppliers withdraw from the bidding or operation is not flexible enough and the price is at a disadvantage, so that small suppliers stand out.
總之，過(guò)了門(mén)檻的潛在供應(yīng)商里最終簽合同的那家相對(duì)于自己所在公司來(lái)說(shuō)，級(jí)別上會(huì)有更強(qiáng)勢(shì)的，也會(huì)有更弱勢(shì)的，評(píng)定了級(jí)別才能客觀地對(duì)待雙方接下來(lái)的變革項(xiàng)目合作。
In summary, the potential supplier who eventually signs a contract over the threshold will have a stronger and weaker rank than the company in which he or she works, and will be graded to deal objectively with subsequent change projects.
二、相敬如賓
Two, respectful and respectful
給中標(biāo)供應(yīng)商定好級(jí)，就算正式開(kāi)始接觸了。不少公司對(duì)供應(yīng)商的姿態(tài)都是高高在上的，感覺(jué)自己是甲方花錢(qián)的主兒，供應(yīng)商是乙方，想賺自己的錢(qián)必須聽(tīng)話，這種不尊重供應(yīng)商的意識(shí)帶到合作中時(shí)很容易造成不愉快。
We will have a good offer for the winning bid. Many companies have a high attitude toward their suppliers. They feel that they are the main spenders of Party A and the suppliers are Party B. If they want to make their own money, they must obey. This kind of disrespect for the suppliers.
例如對(duì)待弱勢(shì)級(jí)別的供應(yīng)商，覺(jué)得他們產(chǎn)能不高，逼著供應(yīng)商提前建很多的庫(kù)存，卻遲遲沒(méi)有要求送貨，讓供應(yīng)商承擔(dān)存貨過(guò)高的壓力和風(fēng)險(xiǎn)，看似自己安全了，其實(shí)供應(yīng)商在缺少信任后下次就不會(huì)那么配合了，任你怎么催，不見(jiàn)兔子不撒鷹，到時(shí)產(chǎn)能不足的風(fēng)險(xiǎn)反而轉(zhuǎn)嫁到自己頭上。同樣態(tài)度對(duì)待強(qiáng)勢(shì)級(jí)別的供應(yīng)商就更麻煩了，使用部門(mén)逼不動(dòng)供應(yīng)商就讓采購(gòu)去找他們高層，采購(gòu)只能苦笑——自己這點(diǎn)業(yè)務(wù)量在對(duì)方眼里一點(diǎn)談判力都沒(méi)有，關(guān)系搞僵了想找備選供應(yīng)商都沒(méi)有。
For example, when dealing with vulnerable suppliers, they feel that their production capacity is not high, forcing suppliers to build a lot of inventory ahead of time, but delayed delivery, so that suppliers bear excessive pressure and risk of inventory, it seems that they are safe, in fact, the suppliers will not be so cooperative next time after lack of trust, whatever you want to rush. If you do not see a rabbit without an eagle, the risk of insufficient capacity will be passed on to your head. The same attitude to strong suppliers is even more troublesome, using departments to force suppliers to let procurement go to their top, procurement can only laugh bitterly - their business in the eyes of the other side is not a bargaining power, the relationship is stiff to find alternative suppliers are not.
建立合作關(guān)系的首要態(tài)度是尊重，不光尊重強(qiáng)勢(shì)供應(yīng)商，對(duì)其他級(jí)別的供應(yīng)商也一樣。因?yàn)榻?jīng)過(guò)了門(mén)檻的過(guò)濾、跨部門(mén)全面的評(píng)估、商務(wù)流程的篩選，能中標(biāo)的供應(yīng)商肯定在多方面都是最適合，哪怕存在明顯的不足，也是你當(dāng)前能用的最佳供應(yīng)商，必須尊重他們的專(zhuān)業(yè)性、公司流程、制度設(shè)計(jì)等……基于互相尊重的前提下合作才能深入。
The primary attitude towards partnerships is respect, not only for strong suppliers, but also for other levels of suppliers. Because after the threshold of filtering, cross-sectoral comprehensive assessment, business process screening, can be the most suitable supplier in many ways, even if there are obvious shortcomings, is the best supplier you can use, must respect their professionalism, company processes, system design, etc.. Cooperation can be deepened based on mutual respect.
尊重，不代表全盤(pán)接受和認(rèn)可，而是理解各自的強(qiáng)項(xiàng)、弱項(xiàng)、能預(yù)見(jiàn)到的合作瓶頸、有什么方便共享的資源……理解對(duì)方不是目的，目的是為了在理解的基礎(chǔ)上建立適當(dāng)?shù)膮f(xié)作關(guān)系，即雙方的對(duì)接窗口分別是什么人、日常安排什么流程來(lái)控制進(jìn)度（日?qǐng)?bào)、周會(huì)、月報(bào)等）、發(fā)生例外情況如何處理之類(lèi)。只有常規(guī)流程建立起來(lái)了，合作中臨時(shí)找人、緊急匯報(bào)的狀態(tài)才能避免，讓大家都專(zhuān)注在該做的事情上。
Respect does not mean total acceptance and acceptance. It means understanding each other's strengths, weaknesses, predictable bottlenecks in cooperation, and resources that are easily shared. Understanding each other is not the goal, the purpose is to build on the basis of understanding the appropriate collaborative relationship, that is, the docking window of the two sides are who, what routine to control the progress (daily, weekly, monthly reports, etc.), how to deal with exceptions and so on. Only when the routine process is established can the situation of temporary and urgent reporting be avoided and everyone is focused on what needs to be done.
三、相濡以沫
Three, care for each other
關(guān)系確立之后，甲乙雙方就真正進(jìn)入?yún)f(xié)作了。上一個(gè)階段準(zhǔn)備得再充分、理解得再透徹，也不可能直接跳過(guò)磨合階段，問(wèn)題會(huì)層出不窮地冒出來(lái)，因?yàn)樯婕?/span>的人員范圍擴(kuò)大了，之前沒(méi)考慮到的東西在合作時(shí)才遇到，宏觀的討論少了而微觀的瑣事多了，很多會(huì)產(chǎn)生影響的小事也只能在發(fā)生后才看清……總而言之，困難是必然的，正視困難是當(dāng)然的。
After the relationship was established, the two sides really entered into collaboration. It is impossible to skip the running-in stage directly if the previous stage is well prepared and thoroughly understood. Problems will emerge in an endless stream because the scope of personnel involved has expanded. Things that were not considered before are encountered only in cooperation. Macroscopic discussions are less and microscopic trivialities are more, and many will have less impact. Things can only be seen after they happen. To sum up, difficulties are inevitable, and facing difficulties is natural.
在磨合階段，變革推動(dòng)者的主導(dǎo)功能必須發(fā)揮到最大，從推動(dòng)組織內(nèi)部，變成內(nèi)外一起協(xié)調(diào)，把供應(yīng)商的資源充分調(diào)動(dòng)起來(lái)：當(dāng)進(jìn)度滯后時(shí)（不管是供應(yīng)商原因還是自身原因），變革推動(dòng)者要把問(wèn)題的描述和糾正的行動(dòng)確定下來(lái)：
In the running-in stage, the leading function of the change promoter must be maximized, from promoting the internal organization to coordinating the internal and external, and mobilizing the supplier's resources adequately: when the schedule is lagging behind (whether the supplier or its own reasons), the change promoter must define the problem description and corrective action. To:
當(dāng)需求在變革推進(jìn)的過(guò)程中產(chǎn)生變化，超過(guò)招標(biāo)之前定的范圍太多時(shí)，為了減少供應(yīng)商的緊急變更、加急處理、擾亂正常計(jì)劃等最終可能會(huì)影響交付及成本的行為，變革推動(dòng)者要組織會(huì)議協(xié)調(diào)降低需求的復(fù)雜度、解決大家不能達(dá)成一致往下走的問(wèn)題。
When the demand changes during the process of change, beyond the scope set before bidding, in order to reduce the supplier's emergency changes, urgent processing, disruption of the normal plan may eventually affect the delivery and cost of behavior, change promoters need to organize meetings to coordinate to reduce the complexity of the demand, solve people can not. The problem of reaching a consensus.
當(dāng)合作過(guò)程中發(fā)生意外或冒出之前未納入考量的風(fēng)險(xiǎn)時(shí)，變革推動(dòng)者應(yīng)當(dāng)組織相關(guān)方評(píng)估發(fā)生的概率和影響的程度，將風(fēng)險(xiǎn)鎖進(jìn)籠子里，詳見(jiàn)《不要驚喜，更不要驚嚇》：
When there is an accident or a risk that has not been considered before, the change promoter should organize the relevant parties to assess the probability of occurrence and the extent of the impact, and lock the risk in the cage.
問(wèn)題不可能都是供應(yīng)商造成的，哪怕你能把責(zé)任都?xì)w到供應(yīng)商（尤其針對(duì)弱勢(shì)供應(yīng)商），但是根本原因沒(méi)有得到解決的話，問(wèn)題還將反復(fù)出現(xiàn)，最終落得雙輸局面。因此變革推動(dòng)者在磨合階段除了逢山開(kāi)路、遇水搭橋、隨時(shí)救火外，還得注重體系建設(shè)，包括監(jiān)控改進(jìn)方式的完善、培訓(xùn)制度的建立、報(bào)告的標(biāo)準(zhǔn)化等，才能盡快結(jié)束磨合階段。
Problems can't all be caused by suppliers, even if you can assign responsibility to suppliers (especially for vulnerable suppliers), but if the underlying causes are not solved, problems will recur and eventually lose-lose situation. Therefore, in order to end the running-in stage as soon as possible, the change promoters should pay attention to the system construction, including the improvement of monitoring methods, the establishment of training system, and the standardization of reports, in addition to opening roads in the mountains, bridging bridges in the water and fighting fires at any time.
四、比翼雙飛
Four, fly together
理順了雙方的內(nèi)外部關(guān)系、熬過(guò)了痛苦的磨合階段、建立了系統(tǒng)的協(xié)作流程，供應(yīng)商的資源此時(shí)用起來(lái)越來(lái)越順手，但如果止步于此，也就只能維持一種比較愉快的合同關(guān)系，并不能實(shí)現(xiàn)更深層次的合作。對(duì)于大多數(shù)變革項(xiàng)目來(lái)說(shuō)，并不是標(biāo)準(zhǔn)產(chǎn)品的買(mǎi)賣(mài)關(guān)系就能達(dá)成目標(biāo)，而要雙方在一定程度上有機(jī)結(jié)合，讓供應(yīng)商成為公司的有機(jī)延伸。
By straightening out the internal and external relations between the two sides, surviving the painful running-in stage and establishing a systematic collaboration process, the supplier's resources are used more and more smoothly, but if we stop here, we can only maintain a more pleasant contract relationship, and can not achieve deeper cooperation. For most of the change projects, it is not the standard product sales relationship that can achieve the goal, but the two sides to a certain extent organic combination, so that suppliers become an organic extension of the company.
任務(wù)主要有兩個(gè)方面，績(jī)效管理和流程優(yōu)化。
There are two main tasks: performance management and process optimization.
供應(yīng)商在合作過(guò)程中的績(jī)效必須納入變革項(xiàng)目管理的范疇，建立全面平衡的KPI考核體系，把供應(yīng)商應(yīng)當(dāng)交付的成果以數(shù)字化、公式化的形式監(jiān)控起來(lái)，定期收集客觀的實(shí)際值并與目標(biāo)對(duì)比，如果低于目標(biāo)或在時(shí)效上落后，需要跟進(jìn)改善計(jì)劃的落實(shí)以讓績(jī)效提升到標(biāo)準(zhǔn)值之上，以保證最終成果的交付。
The supplier's performance in the process of cooperation must be included in the scope of change project management, a comprehensive and balanced KPI assessment system should be established, the results that suppliers should deliver should be monitored in the form of digital and formulaic, and the objective actual value should be collected regularly and compared with the target, if it is lower than the target or lagging behind in the time limit, it is necessary to establish a comprehensive and balanced KPI assessment system. Follow up the implementation of the improvement plan to raise performance above the standard value to ensure the delivery of the final results.
除了重視結(jié)果，過(guò)程的把控也很重要，所以雙方要加深合作必須在攜手做事的過(guò)程中定期復(fù)盤(pán)，減少兩個(gè)公司部門(mén)間的壁壘和目標(biāo)沖突，改善產(chǎn)品流、資金流、信息流在雙方的流動(dòng)順暢度，讓產(chǎn)品從供應(yīng)商向公司流動(dòng)得更穩(wěn)，資金從公司流向供應(yīng)商更準(zhǔn)，信息流在雙方之間對(duì)流更快。過(guò)程順暢了，結(jié)果保障了，雙方的合作自然就能漸入佳境。
In addition to attaching importance to the results, process control is also important, so to deepen cooperation between the two sides must be done together in the process of regular re-inventory, reduce barriers and objectives between the two companies, improve product flow, capital flow, information flow in both sides of the flow of smoothness, so that products from suppliers to the company more stable flow, The flow of funds from companies to suppliers is more accurate, and the flow of information flows faster between the two sides. The process is smooth and the result is guaranteed. The cooperation between the two sides will naturally get better.
總之，最好的供應(yīng)商不是等來(lái)的，也不是光靠挑就能選到最如意的，選擇與管理要并重，從合作開(kāi)始前就要評(píng)估、評(píng)級(jí)，根據(jù)雙方的地位和關(guān)系定義合作的基調(diào)，制定恰當(dāng)?shù)臏贤鞒桃钥s短磨合期限、加快步入深度合作模式，互相成就才能最終達(dá)到變革成功的目標(biāo)。
In short, the best supplier is not waiting, nor can it be selected by selection alone. Choice and management should be given equal attention. Evaluation and rating should be made before cooperation begins, according to the status and relationship between the two sides.
轉(zhuǎn)自物流沙龍
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