Third-class procurement materials, second-class procurement bargaining. Professor Liu Baohong unified the purchasing behavior which is limited to the present situation into "small purchasing".
Delivery date is the most difficult problem for most purchasers. Sales urgent orders, suppliers jump tickets, poor incoming materials, tirelessly tossing about the purchasers, busy with fire fighting everywhere. Firefighters seem to be the group image of purchasers. Let's take a look at the composition of purchasing due date for manufacturing enterprises, which is basically in the red circle part of the following figure. (Fig. 1)
Previous articles mentioned that third-class purchasers, after throwing PO to suppliers, sit and wait for delivery. In fact, the purchaser should take a step forward and take control of the supplier from the source to seriously implement your purchase order.
How to control it? Combining with the penetrating views of netizens, Hamburgun analyzed the following:
First of all, in the development and selection of suppliers, we should try our best to choose the "door-to-door" suppliers with our company, which is the basis of long-term cooperation between the two sides. The so-called "portal-to-portal" refers to business scale, quality level, cost acceptance, expectations of each other and so on. Like marriage, it's just like what we often say, "rich and handsome" matches "white and rich and beautiful". Many purchasers take the attitude of Party A and brag about how much they have. In less than three months, the supplier finds out that your small business is in its original shape and ultimately hurts itself.
Secondly, material accreditation should be completed before mass production. This acceptance includes the supplier's productivity and the productivity in their own factory. In addition to stopping engineers'conceited and promiscuous design in time, we should use the "mass production" index to ensure the normal supply of materials. Material accreditation, test design standardization, engineer's ability to understand production process and technology management. Whether the work of material resource repository, standardization, modular design and production conversion evaluation falls on the ground or not, engineers have a deep understanding of the process route, tools and action analysis, which directly affects the quality of production and production efficiency. Engineers should not blindly think that they are only design and research, production execution is a factory matter. The goal of R&D should be "management and maintenance" to ensure the mass production of materials in the supplier's factory, but also to ensure the mass production of products in their own factory.
Thirdly, purchasers need to develop their professional competence. Material composition, supply and demand situation, market situation, production process composition (bottleneck process), yield, standard man-hour, production efficiency and so on. Purchasers should have good learning ability, through field visits, exchanges with suppliers, search information and other ways to enhance their professional ability.
Fourth, quality management system. Material is not complete, often manifested as poor incoming materials. The quality system of most small and medium-sized enterprises is not perfect, and the quality is "detected". The quality department only acts as judges and only says "NO", which is the status quo of quality management. Purchasers in the company, in addition to facing the financial black face, but also face the IQC black face. In previous training, Mr. Hamburg recruited the purchasers to "please" out the quality and return the good materials. Externally, the quality function needs to be pre-positioned to the supplier's raw materials, production process, cargo flow, supervise and assist the supplier to control the process, ensure the qualified rate of incoming materials, and ensure delivery on time. Some companies set up IQC in the purchasing department, which is highly efficient. Design verification, testing, transfer of trial production and material approval need quality system control, regardless of the size of the enterprise. The IQC functions of some companies are governed by the purchasing department. Without considering the factors of checks and balances, the efficiency of supplier quality extension management and abnormal handling will be much higher. This is a pragmatic attempt.
Otherwise, you can refer to the content shown in the following figure.
Delivery improvement is actually a systematic project, which is related to the purchasing status of enterprises, R&D design, ability and cooperation with suppliers, supply and demand situation in the industry, coordination with internal functions of companies, and ability, quality and communication skills of purchasers themselves. Delivery of the first battle, not a single purchaser in the fight, is the optimization and improvement of the company's system.
Purchasing delivery time refers to the time between the purchase order date and the supplier delivery date. That is to say, from the time when the purchasing department expresses its demand to the supplier, it begins to calculate until the purchaser's demand is fully met, and the total time spent therein. Usually, the delivery date is decided by the supplier rather than arbitrarily specified by the purchaser.
(1) Composition of due date
The due date consists of the following six items, as shown in Table 3.2.
Table 3.2 Composition of due dates
(2) Factors affecting the due date
If the supplier fails to deliver on time, it will lead to the shortage of raw materials and production halt. Common factors affecting the procurement delivery time are shown in Figure 3.3.
Figure 3.3 Factor of Film Purchase Delivery Period
(3) Strategies to Improve Delivery Dates
Improve procurement management from all aspects.
Including improvement from procurement requirements, plans, contracts and other aspects, as shown in Figure 3.4.
Figure 3.4 Strategies for improving due dates
(2) Analysis and review by using the Delay Review Form.
(4) Ways to Improve Delivery Date
According to the factors affecting the material delivery time, the methods to improve the delivery time can be summarized as follows, as shown in Table 3.5.
Table 3.5 Ways to Improve Delivery Dates