How To Manage Suppliers' Delivery Time In Small And Medium Sized Enterprises

Recently, the discussion on "supplier delivery time management" has attracted many buyers and distributors / suppliers of enterprises.

Su Lin, the purchasing manager of MSI precision electronics company, was invited to be the guest speaker of the discussion.

The delivery time of the supplier directly determines the delivery time of the manufacturer. It plays a very important role in ensuring the smooth production of the enterprise.

Small and medium-sized enterprises, because of the small volume of procurement, do not have a high position in the suppliers' customers, but often encounter the problem of supplier delay in delivery.

In this discussion, the elites put forward many operational strategies for SMEs to set the delivery time index, how to grasp the initiative of purchasing and how to deal with the delay in delivery.

In order to set up a lead time indicator, he mainly describes how to make suppliers reach a higher delivery time target from the perspective of procurement.

She believes that purchasing managers should set the target of suppliers' punctual arrival rate and implement specific targets to each purchaser.

After the goal is set, the department managers need to meet regularly to carry out the implementation, adjust their targets in time according to the actual situation and changes, and take effective measures to solve the projects that have not reached the target.

In the course of implementation, purchasers can record the on time delivery rate according to the quantity of orders, or according to the batch number of purchased materials, and form a supplier delivery rate statistical report or analysis chart, and refer to the target to measure the completion status of the target.

In general, small and medium-sized enterprises are inferior to large enterprises in terms of price advantage and supply priority.

Su Lin suggested that when choosing a supplier, small and medium-sized enterprises should consider selecting some small and medium-sized suppliers with strong flexibility. At the same time, they should know more about suppliers and see the importance of suppliers' attention to your company's orders.

Secondly, we should actively cooperate with suppliers in terms of payment, quality and engineering problems, and provide suppliers with regular forecast of material needs, so as to enhance suppliers' confidence in the company.

The Bisniss of Fenghua high school has put forward his strategy from another point of view.

The most common way is to widen the channels of procurement.

Multi channel procurement can not only avoid the supplier's failure to supply in time, but also result in the problem of stopping production. It can also get the best purchase price at the time of purchase.

However, multi-channel procurement will bring some negative problems, such as increasing the certification and inspection cost of raw materials, and to a certain extent, will affect the stability of product quality.

Secondly, the centralized procurement method is adopted to change the small and medium-sized procurement into bulk purchase, and the smaller customers are the main customers, so as to get the initiative to purchase.

The reasons for the delay in delivery are analyzed. The reasons for the delay are analyzed carefully, and then corresponding measures are taken to solve them.

Wengqun of Fujitsu in Nanjing specifically pointed out that the delay in delivery should be found in itself.

He believes that the delay in delivery may be caused by the buyer's own reasons, such as inaccurate forecast, technical and engineering configuration errors, resulting in emergency delivery, confusion in warehouse management, shortage of emergency delivery and payment in time.

If there is a delay in delivery, we must first find the cause for ourselves.

Besides, buyers should closely communicate with suppliers to find out the reasons.

The best way is to visit the suppliers, get a deeper understanding of the reasons for the delay, and negotiate with these suppliers for these reasons.

If the delivery time rate of the supplier is low due to the engineering or quality problems, the result of the analysis should be passed to the relevant departments and tracked until the problem is solved.

In the actual work, the delivery delay of suppliers is a problem that must be faced by the buyers. Suppliers for delayed delivery should take appropriate measures to deal with them. They cannot simply impose penalties, delay payments and reduce orders.

Full communication is the best way to solve problems.

Su Lin suggested that buyers should actively communicate with suppliers to understand their problems and limit them to improve within a certain period of time.

If the supplier has a continuous delivery delay and is a supplier of main materials, he should immediately visit the supplier and give full feedback to the record of his delivery delay. The face-to-face consultation will achieve better results.

If the supplier can not improve or achieve the expected effect within the limited time of improvement, we may consider cancelling the qualified supplier qualification of the supplier.

She cautioned that China's supply system is not very mature at present, and it is suggested that the fines should not be used lightly.

Deferred payment will also affect the company's image and credit.

Suppliers and customers are a cooperative relationship. Only when we achieve equality and mutual understanding can we get a more stable supply and demand relationship.