罗戈知识 ┃ 如何选择与管理合适的供应商？
Roger knowledge how to choose and manage suitable suppliers?
上一章《你给不出标准，采购只好选低价》文中我们谈到变革项目在很多情况下都难以靠企业内部独立完成，需要借助外部资源的力量，变革团队只有将需求摸清、分解后给到采购人员足够清晰、可行的标准，才有可能选到好供应商，用上好产品（服务）。
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).
把标准化的需求给采购，只相当于将征婚启示张贴出去，两家公司能不能成事，并不是只靠甲方挑选前来应征的潜在供应商中最好的一个就行，因为界定为“好”的标准是什么？现在“好”将来合作还一直“好”吗？最“好”的供应商是不是也最贵……这些问题都没有完美、确定的答案，与其痴痴地等待想象中最好的“意中人”到来，不如选择与管理并重，共同成就各自的目标。
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、门当户对
First, match each other.
挑到最好的那一个太渺茫，找到最合适的那一群则容易得多，然后才有可能从最合适的一群中优选。这就要求采购在寻源阶段瞄准适当的目标群体——即潜在供应商们。门当户对的门槛由变革团队和采购共同制定，可以从公司资质、财务状况、业务范围、现有客户、组织架构等相对公开的信息去判断。抛开一般企业有三家比价的要求不说，仅仅为了找到尽可能适合的供应商角度，也要在前期寻源阶段储备足够数量的资源。
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.
假如市场上能达到门槛的该类供应商数量不多，可以公开招标并全部邀请，以确保大部分目标资源都进入潜在供应商池；而假如市场上该类资源的供应商数量庞大，可以采取对到达门槛的供应商群体定向邀请的方式，限制数量保障质量，减少工作量的同时确保进入池子的潜在供应商都有足够强烈的合作意愿。
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.
潜在供应商进了采购资源的池子后，变革团队与采购就要进行评估了。很多公司并没有完整的这一步，认为到达门槛后，就可以直接竞标，价低者得。这种情况下中标的供应商往往不是最好的，等后续走合同流程了、甚至开始运作才冒出一堆问题来，而此时负责任的、品质好的供应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.
非红并非单纯反对最低价中标，而是反对唯价格论，因为过了门槛的潜在供应商并不代表都有能力提供变革所需的业务资源，对于合格供应商的充分评估极其重要，对应的评估结果必须在评标时占据相当比重，如果供应商是因为实力强而控制得好成本，价低就应得；而如果评估实力一般，价格最低就很有偷工减料的风险。
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.
合格供应商的评估当属跨部门行为，要将使用部门、负责安全环境的部门、采购、财务甚至质量等变革项目相关的部门拉进来共同参与。评估不能宽泛地提问题、走过场，只为验证自己决策是对的，而应该制定统一的评估方法和标准，包括客观和非客观标准。
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.
评估问卷里权重的分配没有最佳值，最重要的是一致，可比性强。如果没有综合的评分项，只会陷入盲目的感觉和经验中，放大潜在供应商的优点而忽视缺点，或者强势的部门会主导供应商选择，只得获得局部最优，甚至连局部都被带偏了。
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.
评估的结果不是直接作为选定供应商的唯一依据，因为公司还有商务流程（例如招标）要走，具体的选择供应商和定标的方法非红将在后两篇《先发制人，引君子》和《客观，但有合理倾向》中详细讲解。综合评估和商务条件谈判后，最终总是会选出一家或几家合同供应商的，从签合同开始到开始运作之间，变革团队和采购需要给中标供应商评级。
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.
评估是为选择供应商做的充足准备工作，而评级则是为给中标供应商确定合作关系的基调。由于未开展全面具体的合作，评级的依据也只能基于评估的结果，大致可以分为三种——强势型、平等型、弱势型。不是说要“门当户对”吗？怎么还会有强势型和弱势型的供应商中标呢？原因有多种，有可能是需要外包的资源技术要求太高，处于市场垄断地位的供应商优势明显；也有可能是业务盘子太小，大中型的供应商退出竞标或者操作不够灵活而价格处于劣势，让小型供应商脱颖而出了。
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.
总之，过了门槛的潜在供应商里最终签合同的那家相对于自己所在公司来说，级别上会有更强势的，也会有更弱势的，评定了级别才能客观地对待双方接下来的变革项目合作。
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、相敬如宾
Two, respectful and respectful
给中标供应商定好级，就算正式开始接触了。不少公司对供应商的姿态都是高高在上的，感觉自己是甲方花钱的主儿，供应商是乙方，想赚自己的钱必须听话，这种不尊重供应商的意识带到合作中时很容易造成不愉快。
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.
例如对待弱势级别的供应商，觉得他们产能不高，逼着供应商提前建很多的库存，却迟迟没有要求送货，让供应商承担存货过高的压力和风险，看似自己安全了，其实供应商在缺少信任后下次就不会那么配合了，任你怎么催，不见兔子不撒鹰，到时产能不足的风险反而转嫁到自己头上。同样态度对待强势级别的供应商就更麻烦了，使用部门逼不动供应商就让采购去找他们高层，采购只能苦笑——自己这点业务量在对方眼里一点谈判力都没有，关系搞僵了想找备选供应商都没有。
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.
建立合作关系的首要态度是尊重，不光尊重强势供应商，对其他级别的供应商也一样。因为经过了门槛的过滤、跨部门全面的评估、商务流程的筛选，能中标的供应商肯定在多方面都是最适合，哪怕存在明显的不足，也是你当前能用的最佳供应商，必须尊重他们的专业性、公司流程、制度设计等……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，不代表全盘接受和认可，而是理解各自的强项、弱项、能预见到的合作瓶颈、有什么方便共享的资源……理解对方不是目的，目的是为了在理解的基础上建立适当的协作关系，即双方的对接窗口分别是什么人、日常安排什么流程来控制进度（日报、周会、月报等）、发生例外情况如何处理之类。只有常规流程建立起来了，合作中临时找人、紧急汇报的状态才能避免，让大家都专注在该做的事情上。
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
关系确立之后，甲乙双方就真正进入协作了。上一个阶段准备得再充分、理解得再透彻，也不可能直接跳过磨合阶段，问题会层出不穷地冒出来，因为涉及的人员范围扩大了，之前没考虑到的东西在合作时才遇到，宏观的讨论少了而微观的琐事多了，很多会产生影响的小事也只能在发生后才看清……总而言之，困难是必然的，正视困难是当然的。
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.
在磨合阶段，变革推动者的主导功能必须发挥到最大，从推动组织内部，变成内外一起协调，把供应商的资源充分调动起来：当进度滞后时（不管是供应商原因还是自身原因），变革推动者要把问题的描述和纠正的行动确定下来：
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:
当需求在变革推进的过程中产生变化，超过招标之前定的范围太多时，为了减少供应商的紧急变更、加急处理、扰乱正常计划等最终可能会影响交付及成本的行为，变革推动者要组织会议协调降低需求的复杂度、解决大家不能达成一致往下走的问题。
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.
当合作过程中发生意外或冒出之前未纳入考量的风险时，变革推动者应当组织相关方评估发生的概率和影响的程度，将风险锁进笼子里，详见《不要惊喜，更不要惊吓》：
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.
问题不可能都是供应商造成的，哪怕你能把责任都归到供应商（尤其针对弱势供应商），但是根本原因没有得到解决的话，问题还将反复出现，最终落得双输局面。因此变革推动者在磨合阶段除了逢山开路、遇水搭桥、随时救火外，还得注重体系建设，包括监控改进方式的完善、培训制度的建立、报告的标准化等，才能尽快结束磨合阶段。
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、比翼双飞
Four, fly together
理顺了双方的内外部关系、熬过了痛苦的磨合阶段、建立了系统的协作流程，供应商的资源此时用起来越来越顺手，但如果止步于此，也就只能维持一种比较愉快的合同关系，并不能实现更深层次的合作。对于大多数变革项目来说，并不是标准产品的买卖关系就能达成目标，而要双方在一定程度上有机结合，让供应商成为公司的有机延伸。
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.
任务主要有两个方面，绩效管理和流程优化。
There are two main tasks: performance management and process optimization.
供应商在合作过程中的绩效必须纳入变革项目管理的范畴，建立全面平衡的KPI考核体系，把供应商应当交付的成果以数字化、公式化的形式监控起来，定期收集客观的实际值并与目标对比，如果低于目标或在时效上落后，需要跟进改善计划的落实以让绩效提升到标准值之上，以保证最终成果的交付。
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.
除了重视结果，过程的把控也很重要，所以双方要加深合作必须在携手做事的过程中定期复盘，减少两个公司部门间的壁垒和目标冲突，改善产品流、资金流、信息流在双方的流动顺畅度，让产品从供应商向公司流动得更稳，资金从公司流向供应商更准，信息流在双方之间对流更快。过程顺畅了，结果保障了，双方的合作自然就能渐入佳境。
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.
总之，最好的供应商不是等来的，也不是光靠挑就能选到最如意的，选择与管理要并重，从合作开始前就要评估、评级，根据双方的地位和关系定义合作的基调，制定恰当的沟通流程以缩短磨合期限、加快步入深度合作模式，互相成就才能最终达到变革成功的目标。
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.
转自物流沙龙
http://www.jnlz56.com
