羅戈知識 ┃ 如何選擇與管理合適的供應商？
Roger knowledge how to choose and manage suitable suppliers?
上一章《你給不出標準，采購只好選低價》文中我們談到變革項目在很多情況下都難以靠企業(yè)內部獨立完成，需要借助外部資源的力量，變革團隊只有將需求摸清、分解后給到采購人員足夠清晰、可行的標準，才有可能選到好供應商，用上好產品（服務）。
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).
把標準化的需求給采購，只相當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應征的潛在供應商中最好的一個就行，因為界定為“好”的標準是什么？現在“好”將來合作還一直“好”嗎？最“好”的供應商是不是也最貴……這些問題都沒有完美、確定的答案，與其癡癡地等待想象中最好的“意中人”到來，不如選擇與管理并重，共同成就各自的目標。
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、門當戶對
First, match each other.
挑到最好的那一個太渺茫，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。這就要求采購在尋源階段瞄準適當的目標群體——即潛在供應商們。門當戶對的門檻由變革團隊和采購共同制定，可以從公司資質、財務狀況、業(yè)務范圍、現有客戶、組織架構等相對公開的信息去判斷。拋開一般企業(yè)有三家比價的要求不說，僅僅為了找到盡可能適合的供應商角度，也要在前期尋源階段儲備足夠數量的資源。
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.
假如市場上能達到門檻的該類供應商數量不多，可以公開招標并全部邀請，以確保大部分目標資源都進入潛在供應商池；而假如市場上該類資源的供應商數量龐大，可以采取對到達門檻的供應商群體定向邀請的方式，限制數量保障質量，減少工作量的同時確保進入池子的潛在供應商都有足夠強烈的合作意愿。
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.
潛在供應商進了采購資源的池子后，變革團隊與采購就要進行評估了。很多公司并沒有完整的這一步，認為到達門檻后，就可以直接競標，價低者得。這種情況下中標的供應商往往不是最好的，等后續(xù)走合同流程了、甚至開始運作才冒出一堆問題來，而此時負責任的、品質好的供應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.
非紅并非單純反對最低價中標，而是反對唯價格論，因為過了門檻的潛在供應商并不代表都有能力提供變革所需的業(yè)務資源，對于合格供應商的充分評估極其重要，對應的評估結果必須在評標時占據相當比重，如果供應商是因為實力強而控制得好成本，價低就應得；而如果評估實力一般，價格最低就很有偷工減料的風險。
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.
合格供應商的評估當屬跨部門行為，要將使用部門、負責安全環(huán)境的部門、采購、財務甚至質量等變革項目相關的部門拉進來共同參與。評估不能寬泛地提問題、走過場，只為驗證自己決策是對的，而應該制定統(tǒng)一的評估方法和標準，包括客觀和非客觀標準。
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.
評估問卷里權重的分配沒有最佳值，最重要的是一致，可比性強。如果沒有綜合的評分項，只會陷入盲目的感覺和經驗中，放大潛在供應商的優(yōu)點而忽視缺點，或者強勢的部門會主導供應商選擇，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.
評估的結果不是直接作為選定供應商的唯一依據，因為公司還有商務流程（例如招標）要走，具體的選擇供應商和定標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》中詳細講解。綜合評估和商務條件談判后，最終總是會選出一家或幾家合同供應商的，從簽合同開始到開始運作之間，變革團隊和采購需要給中標供應商評級。
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.
評估是為選擇供應商做的充足準備工作，而評級則是為給中標供應商確定合作關系的基調。由于未開展全面具體的合作，評級的依據也只能基于評估的結果，大致可以分為三種——強勢型、平等型、弱勢型。不是說要“門當戶對”嗎？怎么還會有強勢型和弱勢型的供應商中標呢？原因有多種，有可能是需要外包的資源技術要求太高，處于市場壟斷地位的供應商優(yōu)勢明顯；也有可能是業(yè)務盤子太小，大中型的供應商退出競標或者操作不夠靈活而價格處于劣勢，讓小型供應商脫穎而出了。
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，過了門檻的潛在供應商里最終簽合同的那家相對于自己所在公司來說，級別上會有更強勢的，也會有更弱勢的，評定了級別才能客觀地對待雙方接下來的變革項目合作。
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
給中標供應商定好級，就算正式開始接觸了。不少公司對供應商的姿態(tài)都是高高在上的，感覺自己是甲方花錢的主兒，供應商是乙方，想賺自己的錢必須聽話，這種不尊重供應商的意識帶到合作中時很容易造成不愉快。
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.
例如對待弱勢級別的供應商，覺得他們產能不高，逼著供應商提前建很多的庫存，卻遲遲沒有要求送貨，讓供應商承擔存貨過高的壓力和風險，看似自己安全了，其實供應商在缺少信任后下次就不會那么配合了，任你怎么催，不見兔子不撒鷹，到時產能不足的風險反而轉嫁到自己頭上。同樣態(tài)度對待強勢級別的供應商就更麻煩了，使用部門逼不動供應商就讓采購去找他們高層，采購只能苦笑——自己這點業(yè)務量在對方眼里一點談判力都沒有，關系搞僵了想找備選供應商都沒有。
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.
建立合作關系的首要態(tài)度是尊重，不光尊重強勢供應商，對其他級別的供應商也一樣。因為經過了門檻的過濾、跨部門全面的評估、商務流程的篩選，能中標的供應商肯定在多方面都是最適合，哪怕存在明顯的不足，也是你當前能用的最佳供應商，必須尊重他們的專業(yè)性、公司流程、制度設計等……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，不代表全盤接受和認可，而是理解各自的強項、弱項、能預見到的合作瓶頸、有什么方便共享的資源……理解對方不是目的，目的是為了在理解的基礎上建立適當的協作關系，即雙方的對接窗口分別是什么人、日常安排什么流程來控制進度（日報、周會、月報等）、發(fā)生例外情況如何處理之類。只有常規(guī)流程建立起來了，合作中臨時找人、緊急匯報的狀態(tài)才能避免，讓大家都專注在該做的事情上。
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
關系確立之后，甲乙雙方就真正進入協作了。上一個階段準備得再充分、理解得再透徹，也不可能直接跳過磨合階段，問題會層出不窮地冒出來，因為涉及的人員范圍擴大了，之前沒考慮到的東西在合作時才遇到，宏觀的討論少了而微觀的瑣事多了，很多會產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，變革推動者的主導功能必須發(fā)揮到最大，從推動組織內部，變成內外一起協調，把供應商的資源充分調動起來：當進度滯后時（不管是供應商原因還是自身原因），變革推動者要把問題的描述和糾正的行動確定下來：
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:
當需求在變革推進的過程中產生變化，超過招標之前定的范圍太多時，為了減少供應商的緊急變更、加急處理、擾亂正常計劃等最終可能會影響交付及成本的行為，變革推動者要組織會議協調降低需求的復雜度、解決大家不能達成一致往下走的問題。
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.
當合作過程中發(fā)生意外或冒出之前未納入考量的風險時，變革推動者應當組織相關方評估發(fā)生的概率和影響的程度，將風險鎖進籠子里，詳見《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.
問題不可能都是供應商造成的，哪怕你能把責任都歸到供應商（尤其針對弱勢供應商），但是根本原因沒有得到解決的話，問題還將反復出現，最終落得雙輸局面。因此變革推動者在磨合階段除了逢山開路、遇水搭橋、隨時救火外，還得注重體系建設，包括監(jiān)控改進方式的完善、培訓制度的建立、報告的標準化等，才能盡快結束磨合階段。
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
理順了雙方的內外部關系、熬過了痛苦的磨合階段、建立了系統(tǒng)的協作流程，供應商的資源此時用起來越來越順手，但如果止步于此，也就只能維持一種比較愉快的合同關系，并不能實現更深層次的合作。對于大多數變革項目來說，并不是標準產品的買賣關系就能達成目標，而要雙方在一定程度上有機結合，讓供應商成為公司的有機延伸。
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.
任務主要有兩個方面，績效管理和流程優(yōu)化。
There are two main tasks: performance management and process optimization.
供應商在合作過程中的績效必須納入變革項目管理的范疇，建立全面平衡的KPI考核體系，把供應商應當交付的成果以數字化、公式化的形式監(jiān)控起來，定期收集客觀的實際值并與目標對比，如果低于目標或在時效上落后，需要跟進改善計劃的落實以讓績效提升到標準值之上，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.
除了重視結果，過程的把控也很重要，所以雙方要加深合作必須在攜手做事的過程中定期復盤，減少兩個公司部門間的壁壘和目標沖突，改善產品流、資金流、信息流在雙方的流動順暢度，讓產品從供應商向公司流動得更穩(wěn)，資金從公司流向供應商更準，信息流在雙方之間對流更快。過程順暢了，結果保障了，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，最好的供應商不是等來的，也不是光靠挑就能選到最如意的，選擇與管理要并重，從合作開始前就要評估、評級，根據雙方的地位和關系定義合作的基調，制定恰當的溝通流程以縮短磨合期限、加快步入深度合作模式，互相成就才能最終達到變革成功的目標。
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.
轉自物流沙龍
http://m.caifucehua.cn
