得到您的供應商在線

由羅素・ Beron

當Alfred Dunhill需要專業服務處理它的高值產品時，大製造者例如Haier小組需要專門研究戰略處理他們的供應商。

根據一項Gartner研究研究關於為什麼供應商關係管理事關，獲得成本帳戶為大約50%費用。 因為利潤率在製造傾向於是亭亭玉立的，保存的刺激在進貨成本非常高。

減少費用，改進效率并且獲得競爭性支持不同的營業單位進取的銷售發展， Haier獲得請求IBM全球企業服務， SCM開發獲得戰略的獲得隊為他們。 為他們的與Haier一起使用， IBM在中國獲得了CHaINA獎為最佳的供應鏈咨詢的夥伴。

Haier小組，排列作為名列前茅十個全球性器具巨人之一的中國公司，做一切從大型家用電器，對個人電子，移動電話和計算機。 他們進取地擴展入世界市場。

IBM開發了一個供應商評估模型對客觀地和精確地反射供應商表現和能力。 與各種各樣的供應商發展戰略連接的他們的模型，被幫助變換Haier的獲得供應商管理對一個全球性最佳的實踐水平。

“The benefit for Haier of IBM’ strategy is that they now have the right KPI and the right volume indication to give to suppliers,” said JC Lee, IBM’s project manager.

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.