做好(hao)供應商整合，我們(men)需要做好(hao)哪(na)些基(ji)礎呢(ni)？
1、我們說要選(xuan)好供(gong)(gong)應(ying)商(shang)(shang)(shang)。如(ru)果選(xuan)擇(ze)供(gong)(gong)應(ying)商(shang)(shang)(shang)的(de)(de)(de)時(shi)候，選(xuan)擇(ze)了(le)實力不夠(gou)的(de)(de)(de)供(gong)(gong)應(ying)商(shang)(shang)(shang)，比(bi)(bi)如(ru)他的(de)(de)(de)供(gong)(gong)應(ying)有瓶頸，發現(xian)很(hen)多物(wu)料做不了(le)。再比(bi)(bi)如(ru)供(gong)(gong)應(ying)商(shang)(shang)(shang)他的(de)(de)(de)規模實力不夠(gou)，無擴產(chan)的(de)(de)(de)能力。為什么很(hen)多時(shi)候我們的(de)(de)(de)供(gong)(gong)應(ying)商(shang)(shang)(shang)的(de)(de)(de)數量(liang)總是控制不住的(de)(de)(de)，不斷(duan)的(de)(de)(de)增加，根(gen)源在于(yu)我們在最開始選(xuan)擇(ze)供(gong)(gong)應(ying)商(shang)(shang)(shang)的(de)(de)(de)時(shi)候，我們沒有從長期(qi)的(de)(de)(de)需求來考慮去(qu)選(xuan)擇(ze)供(gong)(gong)應(ying)商(shang)(shang)(shang)。
2、其實(shi)我(wo)們在(zai)選好(hao)供(gong)(gong)(gong)(gong)(gong)應商(shang)之后，我(wo)們還要管理好(hao)供(gong)(gong)(gong)(gong)(gong)應商(shang)。為什么(me)很(hen)多(duo)(duo)(duo)組織會喜歡很(hen)多(duo)(duo)(duo)供(gong)(gong)(gong)(gong)(gong)應商(shang)，多(duo)(duo)(duo)個供(gong)(gong)(gong)(gong)(gong)應商(shang)供(gong)(gong)(gong)(gong)(gong)貨(huo)一(yi)家(jia)(jia)供(gong)(gong)(gong)(gong)(gong)貨(huo)滿(man)(man)足(zu)率只有60%，那(nei)么(me)四(si)家(jia)(jia)供(gong)(gong)(gong)(gong)(gong)應商(shang)同時供(gong)(gong)(gong)(gong)(gong)應，我(wo)就能(neng)夠(gou)把(ba)滿(man)(man)足(zu)率提(ti)高(gao)到97.4%，你(ni)看多(duo)(duo)(duo)家(jia)(jia)供(gong)(gong)(gong)(gong)(gong)應商(shang)供(gong)(gong)(gong)(gong)(gong)貨(huo)看起來是不是要保險很(hen)多(duo)(duo)(duo)？但(dan)我(wo)又反問一(yi)句，那(nei)你(ni)覺得是管理好(hao)一(yi)家(jia)(jia)供(gong)(gong)(gong)(gong)(gong)貨(huo)滿(man)(man)足(zu)率達到97.4%的(de)供(gong)(gong)(gong)(gong)(gong)應商(shang)，還是你(ni)要去管理四(si)家(jia)(jia)滿(man)(man)足(zu)率只有60%的(de)供(gong)(gong)(gong)(gong)(gong)應商(shang)的(de)管理成本(ben)低(di)。所以我(wo)們講整合供(gong)(gong)(gong)(gong)(gong)應商(shang)，我(wo)們除了選擇(ze)好(hao)的(de)選擇(ze)供(gong)(gong)(gong)(gong)(gong)貨(huo)滿(man)(man)足(zu)率97.4的(de)供(gong)(gong)(gong)(gong)(gong)應商(shang)。同時我(wo)們還得管理好(hao)供(gong)(gong)(gong)(gong)(gong)應商(shang)。
3、我(wo)們要保(bao)持(chi)供(gong)應(ying)庫的(de)一(yi)(yi)個(ge)(ge)活力(li)。供(gong)應(ying)商整合是(shi)不(bu)(bu)是(shi)我(wo)選三家，我(wo)就用這(zhe)三家，也不(bu)(bu)是(shi)這(zhe)樣(yang)子的(de)，我(wo)們得(de)保(bao)持(chi)一(yi)(yi)個(ge)(ge)供(gong)應(ying)庫的(de)一(yi)(yi)個(ge)(ge)活力(li)。供(gong)應(ying)商整合發展長期的(de)一(yi)(yi)個(ge)(ge)合作(zuo)關系(xi)。并不(bu)(bu)是(shi)講我(wo)就認定你了，而(er)且你不(bu)(bu)管績效表現(xian)怎么(me)樣(yang)，都(dou)認定你，而(er)是(shi)要在保(bao)持(chi)供(gong)應(ying)庫的(de)活力(li)，保(bao)持(chi)這(zhe)種有競爭優(you)勢的(de)這(zhe)樣(yang)的(de)一(yi)(yi)個(ge)(ge)前提(ti)下去發展穩(wen)固(gu)的(de)合作(zuo)關系(xi)。
4、我們(men)講要做物料的(de)一個簡化，物料的(de)復(fu)雜度，非(fei)標化。通用化的(de)程度低，必然(ran)會導致(zhi)需(xu)求五花八門，需(xu)求五花八門，必然(ran)就會增(zeng)加供應商的(de)一個數量。
5、我們(men)說我們(men)要把我們(men)的(de)采購流程梳理一下，收緊引入的(de)口子。
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