Enterprise Supplier Management

Supplier management, which has always been regarded as the basic link of enterprise management, has become a major management focus this year because of the "made in China Crisis".

Main points of practice: strict examination when selecting; monitoring the entire supply chain; training suppliers.

Representative enterprises: Guangzhou Honda, Haier and so on.

Because of the unqualified paint supplied by the supplier, the factory of Zhang Shuhong of Hongkong produced "poisonous toys". After encountering a wave of return and export ban, in August this year, the unstressed Zhang Shuhong finished his life with a rope.

Zhang Shuhong's suicide not only let his Foshan Lida Toy Co., Ltd. fall into the vortex of public opinion, but also pull down the water of at least three enterprises in the same supply chain, including the famous MATTEL toys.

This is really a result of "losing more".

Supplier management, which has always been regarded as the basic link of enterprise management, has become a major management focus this year because of this tragedy.

This tragedy shows the neglect of supplier management in the process of rapid development of Chinese enterprises, and has also aroused the vigilance of enterprises. As competition intensifies, all parties in the supply chain are forming interest communities. Enterprises can no longer passively respond to the relationship with suppliers, but should actively guide and change them.

In supplier management, nothing is more important than choosing the right supplier from the beginning.

In the Zhang Shuhong incident, the supplier of color powder can ignite the tragedy of the whole industry with a false certificate, which is due to the imprudent action of the paint manufacturer on the choice.

Choosing a suitable supplier requires a scientific approach, rather than searching for information on the Internet just like the paint dealer.

When Honda was first established in Guangzhou, its engineers visited more than 1000 domestic parts suppliers and made a comprehensive evaluation based on six aspects: quality, price, delivery time, research and development capability, management level and production technology.

After such a wide range of "sea election", the supplier of intent, Guangzhou Honda did not like the paint manufacturer, skipping the identification and testing link to make a direct decision, but by procurement, technology and quality departments to finalists for the development system and quality system evaluation, and finally only selected 67.

Haier, the largest appliance manufacturer in China, has set up a search and purchase department, which is responsible for finding the best suppliers worldwide.

After obtaining the supplier's information through various channels, the search and purchase department will contact them separately to determine the qualification, scale and quality assurance capability of the purchase department.

The search and purchase department also formed a hearing group with the functional departments of the management suppliers and the testing companies of the group to determine whether the first round of the suppliers were in line with the requirements of Haier.

Only the suppliers who meet the requirements, Haier will specifically talk about the next step of the plan.

In the fourteen principles of quality management, Deming, Edwards Deming, believes that enterprises should end their purchasing habits based solely on price and purchase from suppliers with quality commitments.

Because only such suppliers are willing to take preventive measures before problems occur, and not let their mistakes spread along with the supply chain.

When selecting suppliers, Guangzhou Honda pays great attention to its passion for quality. The inspection of its quality system is not only a certificate of third parties, but a second party audit.

In the process, Guangzhou Honda will put forward some remedial and strengthening measures for some specific processes, loopholes and risks.

In particular, for some very critical parts, not only the technical leaders of the project should be audited, but also a group of experts will be sent to the scene from the top executives to carry out the Honda specific quality activities - Safety declaration.

In the event, manufacturers should make a report on whether a certain component can reach stable and reliable supply to Guangzhou Honda.

These measures have fundamentally ensured that the suppliers chosen by Honda Guangzhou are up to standard.

The right supplier does not mean that the more powerful the supplier is, the better the technology is, the better it should be.

At the beginning of the establishment of Honda in Guangzhou, limited by capacity, the company chose a lot of domestic components enterprises which are not strong but have great potential for development. Now they are more strongly combined with high quality parts suppliers.

With the development of enterprises, when the suppliers initially selected no longer meet the requirements, they must bravely choose again.

The European Union's RoHS directive has been implemented since last year. The directive prohibits the use of six hazardous substances in electrical and electronic equipment, and many domestic electronics enterprises have closed down.

Microlab electric in Shenzhen sees this as an opportunity to strictly control the suppliers of raw materials, lead them to lead free for half a year, and fail to meet the standards after half a year.

In the replacement of suppliers, Mai Bo spent a year.

Even with the right suppliers, manufacturers can not relax supervision, but monitor the whole process of supply and block quality loopholes.

Data show that many enterprises do not supervise the production process of suppliers after strict pre inspection.

As a result, there is a regulatory loophole between enterprises and suppliers.

The "problem toner" in Zhang Shuhong's incident is passing through one loophole after another and finally arrives at the consumer's hand.

Take MATTEL as an example, the famous toy buyer only requires suppliers to check their products at any time during the whole process, and they do not perform the duty of testing.

In order to plug these regulatory loopholes, Lenovo has implemented "factory quality management" for notebook main parts suppliers.

Through monitoring and checking the whole process of the design, development and manufacture of suppliers, including design verification, material acceptance inspection, manufacturing process, performance testing, key process setup and factory quality inspection, the problems in design and manufacturing can be solved within the supplier, and timely import user requirements into the supplier's design and manufacturing process.

Because the problem is effectively controlled at the front end, the direct throughput rate of Lenovo is continuously improved, logistics operation is accelerated, the cost is reduced, and the quality of products is also continuously improved. Script src=>