Krijg uw leveranciers in lijn

Door Russel Beron

Terwijl Alfred Dunhill de gespecialiseerde dienst wenst om zijn hoogwaardige producten te behandelen, specialiseren de grote fabrikanten zich zoals de behoefte van de Groep Haier strategieën om hun leveranciers te behandelen.

Volgens een studie van het Onderzoek Gartner ongeveer waarom het beheer van de leveranciersverhouding van belang is, vertegenwoordigen de verwervingskosten ongeveer 50% van uitgaven. Aangezien de winstmarges in productie slank neigen te zijn, is de aansporing op het kopen kosten te bewaren zeer hoog.

Om kosten te drukken, verbeter efficiency en verkrijg concurrentievermogen om de agressieve verkoopgroei van verschillende bedrijfseenheden te steunen, vroeg de Verwerving Haier IBM de Globale Commerciële Diensten, het team van de Verwerving SCM om een verwervingsstrategie voor hen te ontwikkelen. Voor hun werk met Haier, won IBM de toekenning CHaINA voor de Beste Raadplegende Partner van de Keten van de Levering in China. Lees de rest van „de Keten van de Levering van China de staaf opheft: Deel III“ of post een commentaar

Door Etienne Charlier

U hebt ongetwijfeld vele verschillende verhalen over sourcing in China gehoord en gelezen. Wat zijn opwindend en anderen zijn eng. But ultimately, what really matters is to understand enough of the ins and outs of the China sourcing scene in order to answer a few key questions for your company: To Source or Not To Source; To Source What and What Not To Source?

Sourcing in China is a hot topic. Nevertheless, decisions to source (or not to), what to source and how to source are not little decisions to take because it seems like a good idea. A sourcing project in China is a time consuming but rewarding exercise. It is not for the ill-prepared but it can lead not only to lower cost quality supplies but also to increased flexibility and improved products. Read the rest of “Ins and Outs of Sourcing in China” or post a comment

Similar to the pharmaceutical supply chain, luxury goods have their own complexities.

Until a few years ago, distribution of luxury goods in China were controlled by state owned companies with little knowledge about sophisticated marketing, distribution and supply chain management strategies. Under WTO commitments, companies like Alfred Dunhill were allowed to open their own stores in China in 2003 – the problem was they didn’t have an effective distribution and logistics solution for mainland China.

Read the rest of “China’s Supply Chain raises the bar - Part II” or post a comment >>

Learn lessons from some of the leading companies in China

By Russel Beron

Innovation is a word we are hearing a lot more of in China these days. The consensus is that as manufacturing costs in China continue to rise and supply chain complexity increases, so companies have to innovate both to save money and to increase efficiency.

In this story we take a deeper look into what a few companies and individuals in China, both foreign and Chinese are doing to lead the way in service, supplier management, IT implementation, as well as cost and process efficiency. These companies and individuals were all winners of awards at the November 2007 CHaINA Summit.

Advances across the supply chain in China are taking the form of new IT implementations, greater levels of service through 3PL’s, better supplier management, strategic location of operations and an increased focus on domestic R&D and development of local human and other resources. Read the rest of “China’s Supply Chain raises the bar - Part I” or post a comment

By Shawn He Yuxun

Sourcing from China has evolved from a straight-forward, cost-driven approach to more elaborate and strategic varieties. While the recent product recalls did not seem to have impacted Chinese exports based on overall figures, however we have come across anecdotal evidence suggesting the otherwise.

Undoubtedly the initial sourcing interest was triggered by China’s notorious low costs, both direct (such as those for labor and land or rent) and indirect (rendered under a myriad of government export incentives, such as subsidized fuel costs, export VAT refunds, non-taxation and/or tax reduction).

Over the years the exercise has evolved from a static, per item price-driven modus operandi to more sophisticated ones. For example, many US buyers now employ a vertically or laterally integrated approach, or both. Read the rest of “Latest China Sourcing Trends” or post a comment