得到您的供应商在线

由罗素· Beron

当Alfred Dunhill需要专业服务处理它的高值产品时，大制造者例如Haier小组需要专门研究战略处理他们的供应商。

根据一项Gartner研究研究关于为什么供应商关系管理事关，获得成本帐户为大约50%费用。 因为利润率在制造倾向于是亭亭玉立的，保存的刺激在进货成本非常高。

减少费用，改进效率并且获得竞争性支持不同的营业单位进取的销售发展， Haier获得请求IBM全球企业服务， SCM开发获得战略的获得队为他们。 为他们的与Haier一起使用， IBM在中国获得了CHaINA奖为最佳的供应链咨询的伙伴。

Haier小组，排列作为名列前茅十个全球性器具巨人之一的中国公司，做一切从大型家用电器，对个人电子，移动电话和计算机。 他们进取地扩展入世界市场。

IBM开发了一个供应商评估模型对客观地和精确地反射供应商表现和能力。 与各种各样的供应商发展战略连接的他们的模型，被帮助变换Haier的获得供应商管理对一个全球性最佳的实践水平。

“好处为IBM’战略Haier是他们现在有正确的KPI和正确的容量征兆给供应商”，说JC李， IBM的项目负责人。

The three-year master plan for the procurement strategy, covered the entire procurement process, with the first phase involving the design and implementation of a Supplier Relationship Management (SRM) plan.

The next step, a Strategic Sourcing Project will be launched in January 2008. The focus will be on installing advanced strategic sourcing methodology and processes through a pilot category. The result is expected to achieve considerable cost savings.

Further explaining their approach, Lee pointed out that before IBM’s strategy initiative, “Haier was only focused on direct procurement; we will also implement indirect procurement innovation.” Indirect procurement refers to corporate wide spending on office furniture and other items that are not purchased centrally. “Our target is to save at least 10% of the procurement cost in the direct procurement category,” said Lee. In a company the size of Haier such cost savings are nothing to laugh about.

Russel Beron, Chaina Magazine

This is the third part of the Chaina article “Learn lessons from some of the leading companies in China”. Next week we will publish the fourth part. Read part I and part II.