如何成为供应商的优质客户.doc

成为一个更好的客户给您的供应商
Author(s):

Robert J. Engel, CPM 罗伯特J恩格尔，每千次展示成本
Robert J. Engel, CPM, is national director of client services for Resources Global Professionals in Houston, where he leads its supply chain management service line for North America.罗伯特J恩格尔，每千次展示费用，是在休斯顿国家主管客户全球专业资源服务的，他在那里导致其供应链管理服务项目为北美。
November 2008, Inside Supply Management ® Vol.
Advancing supplier relationships is critical in today's economic climate. 推进供应商关系是至关重要的在今天的经济气候。 Best-in-class supply management organizations continue to work collaboratively with their suppliers to improve their relationships. 一流的供应管理组织继续通力合作与他们的供应商，以改善他们的关系。
With the rising costs of fuel prices and the volatility in the commodity markets, we need our suppliers' expertise and collaboration now more than ever.随着成本上升，燃料价格上涨和波动，商品市场，我们需要我们的供应商的专业知识和协作现在比以往任何时候。
At no time in recent history has the need for advancing supplier relationships been more evident or necessary than it is today.在任何时候在最近的历史，需要推动供应商关系已更加明显或有必要比现在。 With the current economic climate, the need to find cost-reduction and innovation-savings ideas is at its pinnacle.随着当前经济环境下，需要寻找降低成本和创新节约观念是在其顶峰。 Best-in-class supply management organizations continue to work hard on lowering the acquired cost of goods and services through normal sourcing techniques, whether that is strategic sourcing, reverse auctions or renegotiating agreements with incumbent suppliers.一流的供应管理组织继续努力，降低成本获得的货物和服务通过正常的采购技术，无论是战略采购，逆向拍卖或协议重新谈判的供应商与责任。
But these same best-in-class organizations have recognized and embraced the fact that improving our relationships with current key suppliers is absolutely mandatory if we are to be viewed as successful in our efforts.但是，这些同一流的组织已经承认和接受一个事实，即改善我们的关系，当前的主要供应商是绝对强制性的，如果我们要被看作是成功的我们的努力。 And we are learning that perhaps our most successful source of cost reductions and improvement lies with our existing supply base.我们正在学习，也许我们最成功的来源，降低成本和改进在于我们现有的供应基地。
The Changing Face of Supply Management面对不断变化的供应管理
The face of supply management is rapidly changing and presenting new challenges, as well as opportunities, to continue to convey our value to the top executives in our organizations.面对供应管理正在迅速变化，并提出了新的挑战，以及机遇，继续转达我们的价值，高层管理人员在我们的组织。 Before we continue with understanding how we can work differently with our current key suppliers, let's take a quick look at the specific factors that are part of this changing face.在我们继续了解我们如何能够与不同的工作我们目前的主要供应商，让我们快速看一下具体的因素，是这个不断变化的面孔。
A changing supply market. For the most part, it is now a seller's market as compared to the buyer's market of just a few years ago. 不断变化的市场供应。在大多数情况下，它现在是一个卖方市场相比，买方市场的仅仅在几年前。 Factors such as long delivery lead times, volatility in most commodity areas oil pricing's effect on a number of core raw materials commodities, and the exploding growth of heretofore emerging (or low-cost) countries demanding and requiring more of the same goods and services necessary to sustain and continue their growth have all had significant impact in the demand/supply relationship.因素，如长期交货时间，波动大多数商品领域，石油价格的影响，一些核心原材料商品，以及爆炸增长，在此新兴（或低成本）国家要求，并要求更多的同样的货物和服务必须保持并继续他们的成长都产生了重大影响的需求/供应关系。
Changing sourcing strategies. With a changing market comes the need to adjust our supply management practices and strategies. 改变采购战略。随着不断变化的市场需要来调整我们的供应管理的做法和战略。 As a result, the supply management function is forced to ensure that sourcing strategies and supplier selections are in tune with the market.因此，供应管理的职能是强迫，以确保采购战略与供应商的选择是符合市场。
Expanded areas of sourcing. Supply management organizations continue to excel with sustained savings and cost-reduction results. 扩大采购领域。供应管理组织继续善于持续的储蓄和降低成本的结果。 This, in turn, is influencing the CEO or other high-ranked executives to call upon supply management professionals more and more to explore further opportunities in spend categories that were previously unapproachable or off limits.这反过来又影响是首席执行官或其他高排名高管呼吁供应管理专业人士越来越多的进一步探讨的机会花类，以前unapproachable或关闭的限制。
More focus on total cost of ownership. According to the ISM Glossary of Key Supply Management Terms, TCO is described as, "the combination of the purchase or acquisition price of a good or service and additional costs incurred before or after product or service delivery." 更加注重总拥有成本。根据安全管理的关键术语供应管理条款，成本被形容为“相结合的购买或购置价格的商品或服务的和额外费用之前或之后的产品或服务的提供。 “ Thus, price is important, but more emphasis is now being directed to the overall value as presented by our suppliers and our understanding that the hidden costs (for example, warranty, terms and conditions, quality and the like) are truly the factors for measuring and achieving success.因此，价格是重要的，但更强调现在正在向整体价值提出我们的供应商和我们的理解是，隐性成本（例如，保修条款和条件，质量等）是真正的因素来衡量并取得成功。
Increased logistics complexity. The challenges of international sourcing become more complex in today's marketplace when factoring in the transportation, warehousing and distribution supply chains — not to mention the geographic, cultural and political considerations. 增加物流的复杂性。面临的挑战的国际采购变得更加复杂，在今天的市场时，保理业务中的运输，仓储和分销供应链-更不用提地理，文化和政治上的考虑。
E-procurement and technology. This is a significant factor in the changing face of supply management. 电子采购和技术。这是一个重要的因素，面对不断变化的供应管理。 As we continue to find ways to be more strategic in our actions and objectives and less focused on transactional business, e-procurement and other technology enables us to become more efficient.我们将继续寻求更多的战略是在我们的行动和目标，并着重于减少交易业务，电子采购和其它技术使我们能够变得更有效率。 It allows us the opportunity to provide additional focus and increased collaborative efforts with our core suppliers.它使我们有机会提供更多的注重和加强协作努力，与我们的核心供应商。 Without technology, we continue to be at risk of getting bogged down in day-to-day, transactional work that is time-consuming and detracts from our goal of being more strategic.没有技术，我们将继续在风险陷入日常的，事务性的工作，费时，而且有损于我们的目标是更具有战略性。
Revived focus on controls. Certainly, Sarbanes-Oxley was sorely needed to ensure that we do not retreat to those times when financial transparency was not available to stockholders, employees and Wall Street. 复活侧重于控制。当然，萨班斯法案是迫切需要，以确保我们不会退却的时候，财务透明度不提供给股东，员工和华尔街。 Supply management continues to be a vital part of the "need for controls" to ensure that our assets are safeguarded.供应管理仍然是一个重要组成部分的“必要控制” ，以确保我们的资产是有保障的。
Handle With Care处理与护理
Because of the issues outlined here, improved supplier relationships and the management of these relationships are now a necessity, not an option.由于这里概述的问题，改善供应商关系和管理这些关系现在是必要的，而不是一种选择。 It's time to take a deep breath and look at the rapidly changing face of supply management and understand how critical our supply base is to our success.现在是时候深呼吸，并期待在面对瞬息万变的供应管理和了解我们的重要供应基地是我们的成功。 There is no better time than the present to evaluate our programs for developing our suppliers and treating them like we treat our internal and external customers.有没有更好的时间比目前的评估我们的计划发展我们的供应商和对待他们就像我们对待我们的内部和外部的客户。
We simply cannot be successful in fulfilling our duties and obligations as supply management professionals without addressing how to more effectively collaborate with our supply base.我们决不能成功地履行我们的责任和义务，作为供应管理的专业人员不解决如何更有效地与我们的供应基地。 More important, we must ensure that our approach to these relationships is fundamentally sound.更重要的是，我们必须确保我们的办法，这些关系基本上是健全的。
The following are four considerations for building or improving a "customer care attitude" with our suppliers.以下是四个考虑建立或改进的“客户服务的态度”与我们的供应商。
Give them a complete understanding of what the objectives are of our organization and the objectives and strategies of our supply management function. First and foremost, we must convey to our suppliers those objectives and strategies that we have adopted within our organizations. 给他们一个完整的理解什么目标是我们的组织和目标和战略的供应管理功能。首先，我们必须向我们的供应商这些目标和战略，我们已经通过我们的组织。 Too often, we do not adequately articulate these, and a likely result is that our suppliers are lost or confused as to how we are approaching our business.我们常常没有充分阐明这些，和一个可能的结果是，我们的供应商丢失或混乱，如何我们正在接近我们的业务。 Unfortunately, we frequently take the position that our internal strategies and objectives are not for publication to the outside marketplace.不幸的是，我们经常采取的立场是，我们内部的战略和目标没有出版的境外市场。 This is a supply chain risk because we could miss opportunities from our supply base that can provide meaningful input if they only knew and had a clear understanding of our direction and goals.这是一个供应链的风险，因为我们可能错过机会，从我们的供应基地，可以提供有意义的投入，如果他们只知道，并清楚地了解我们的方向和目标。
A great example of this is from the healthcare industry.一个很好的例子，这是从医疗保健行业。 I had the privilege of working with one of the nation's most renowned and respected cancer research and treatment organizations by assisting in transforming its supply management organization.我曾有幸与一个国家的最负盛名和尊重的癌症研究和治疗组织，协助将其供应管理组织。 The CPO invited me to speak at the organization's strategic sourcing "kickoff" conference with all of the internal business units.在原棕油邀请我发言该组织的战略采购“开球”会议的所有内部业务单位。 The CPO invited his CEO to make the opening presentation to let the business units know that he was 100 percent in support of this initiative.在他的棕榈油公司邀请，使开幕式介绍，让业务单位知道，他是百分之百地支持这一倡议。
During his remarks, he reminded all his employees that their mission was "not to cure cancer, but to eliminate cancer."在他的讲话，他提醒他的所有员工，他们的任务是“不以治疗癌症，但以消除癌症” 。 The CPO followed, and stated that the objective of the supply management organization was to provide quality suppliers, goods and services in order for the organization to strive to meet the objective of "eliminating cancer."在毛之后，并指出，这一目标的供应管理组织是提供优质的供应商，商品和服务，以便使该组织力争达到的目标， “消除癌症” 。 Both the corporate strategy and the supply management organization strategy were on the same page.无论是企业战略和供应管理组织战略，在同一页上。 Can you imagine what would have been the reception if the CPO had followed with a series of remarks that included his objectives of procuring goods and services at the lowest possible price, striving to keep cost down for organizational budget-wide reasons, and establishing lofty price and cost savings metrics based solely on how much is paid?你能想象本来的接待，如果毛棕榈油之后的一系列言论，包括他的目标采购货物和服务在尽可能最低的价格努力降低成本保持组织的预算范围内的原因，并建立崇高的价格和节约成本的指标完全基于多少款项？
Instill an atmosphere of trust that will promote innovation from the supply base. This sounds very much like a well-worn cliché, but it is an attitude that certainly needs to be adopted for us to be successful. 灌输信任的气氛，将促进创新的供应基地。这听起来很象是陈腐的陈词滥调，但它是一种态度，当然需要通过我们才能取得成功。 Even though this article is written with the theme of developing closer working relationships with our current key suppliers, this atmosphere of trust really begins at the negotiation table when renewing or renegotiating contracts and when establishing new suppliers for our agreements.虽然这是写文章的主题是发展更加密切的工作关系与我们目前的主要供应商，这信任气氛，真正开始在谈判桌上时，延长或重新谈判合同，并在建立新的供应商为我们的协定。 It is imperative that we conduct our initial negotiations in a firm but fair manner.当务之急是我们进行的初步谈判，以坚定而公平的方式进行。 Tactics that involve "squeezing more blood out of the turnip" during the negotiation session will certainly lend themselves to short-term gain, but could also jeopardize our ability to take advantage of supplier innovation in the long term.策略涉及“挤出更多的血液出萝卜”在谈判会议一定会适合短期收益，但也可能危及我们的能力，充分利用供应商创新的长期目标。 Enter into the negotiation with a goal of working toward a long-term, mutually beneficial and respectful relationship.进入谈判的目标是致力于一个长期，互利和相互尊重的关系。 If we make the negotiation uncomfortable and the agreement difficult for the supplier's organization to succeed in the long term, it will ultimately foster an untrusting relationship that will impact our mutual success.如果我们不舒服的谈判和协议难以供应商的组织成功地从长远来看，它最终将促进untrusting关系，会影响我们的共同成功。
This is not proposing that supply management professionals place decreased emphasis on the negotiation step in the sourcing process.这不是建议，供应管理的专业人员进行重点放在降低谈判的步骤，采购过程。 But they must conduct negotiations in a manner whereby the supply base knows that there is a solid ground of trust for ongoing, future issues and discussions.但是，他们必须进行谈判的方式，即供应基地都知道，有一个坚实的信任不断，未来的问题和讨论。 Regardless of how well they negotiate, there will be issues that need to be addressed and resolved throughout the life of the relationship.不管如何，他们谈判，将有问题需要处理和解决的整个生命周期的关系。 We cannot completely eliminate issues but we need to have mechanisms and rapport in place with our established suppliers to resolve the issues.我们不能完全消除的问题，但我们必须有机制和融洽在我们既定的供应商来解决问题。 This approach leads to quality relationships with suppliers because they know supply management professionals are striving to have a truly mutually beneficial relationship.这种做法导致的质量与供应商的关系，因为他们知道供应管理专业人士正在努力有一个真正的互利关系。
Institutionalize a collaborative SRM program with a team mind-set. For the key suppliers of our core spend areas, establishing a sound supplier relationship program does wonders for fostering the type of long-term relationships that are required in our current environment. 制度化的协作计划，固体火箭发动机团队的心态。对于主要供应商我们的核心消费领域，建立健全供应商关系计划并奇迹，培养类型的长期关系，需要在我们目前的环境。 These collaborative teams from both the buying and supplying organizations make a huge impact on what we can accomplish for our internal customers.这些协作小组从购买和供应组织作出了巨大的影响，我们可以完成我们的内部客户
These teams can greatly enhance our relationship with our suppliers.这些小组可以大大提高我们与供应商。 A formalized team approach allows for the following to occur.正式小组的方式，可下面的发生。
Establish ongoing, continuous improvement goals for the betterment of the relationship. Without continuous improvement goals, we risk a missed opportunity to improve the day-to-day activities with our suppliers. 建立不断，持续改进的目标，改善关系。没有持续改善的目标，我们就可能失去一个良机，以改善日常活动与我们的供应商。 The benefit is that the supply base gets to contribute to setting these goals, and this sets in motion a feeling that they are truly needed and valued.其好处是，获得供应基地，以促进这些目标的确定，这两套运动的感觉，他们真正需要和重视。
A great example of this is the story of the utility company that had a long-lasting relationship with one of its cable (power-line cables) manufacturers.一个很好的例子，这是这个故事的公用事业公司有长期持久的关系，它的一个电缆（电源线电缆）制造商。 During one of the team meetings at the manufacturing facility, the buyer representative asked a very simple question: "What are we requiring from you that doesn't make good sense?"在一次小组会议在工厂，买方代表问一个非常简单的问题： “什么是我们需要从你，没有良好的感觉？ ” It's a simple question with a dynamic answer.这是一个简单的问题，与一个充满活力的答案。
As it turns out, the utility company's specifications to the cable manufacturer stated that there would be "no markings" on the outside of the cable.由于原来的公用事业公司的规格的电缆制造商指出，将“无标记”外面的电缆。 The cable manufacturer stated that this resulted in an additional cost to remove the markings from the cable because it normally placed footage markings in three-foot intervals.电缆制造商表示，这导致了额外的费用删除标记的电缆，因为它通常把镜头标记的3英尺的间隔。 The field operational team member from the utility company was flabbergasted.外地业务小组成员由公用事业公司是大吃一惊。 He had to use his team's time to tape-measure the cable with calculated hookups.他曾利用他的团队的时候磁带测量与计算电缆连线。 With the markings already on the cable, significant time would be saved.随着标志已经在电缆，大量的时间将被保存。
Measure performance and expectations that were established in the contract. A well-written contract, without the proper monitoring and measuring of metrics, is simply not worth doing in the first place. 衡量业绩和期望，设立了合同。良好的书面合同，没有适当的监测和衡量的指标，根本不值得做的摆在首位。 This collabo