Present situation of supply chain management information system in Chinese enterprises

Problems and countermeasures in supplier management With the emergence of the iceberg, more and more enterprises begin to pay attention to the link of reducing costs and increasing profits, and the status of procurement is increasing day by day. Therefore, in the procurement process, the management of the relationship with suppliers has become increasingly important, because it directly affects the final procurement results and procurement performance. Although the relationship between suppliers as opposites and rivals is changing in traditional procurement, there are still many problems in supplier management that hinder the smooth progress of procurement and affect procurement performance in the new procurement process. 1. Problems in supplier management 1. Improper supplier selection The first problem encountered in the procurement process is how to choose the right supplier. In order to maintain normal production and operation, enterprises must have qualified suppliers to provide all kinds of materials. Many enterprises are still confined to the idea of purchasing in the past, and only when there is a lack of supply do they choose suppliers in a fire-fighting way. As a result, it is often impossible to find a suitable supplier to waste time and money, or even if it is found, the supply can not meet the production needs well because there is no time to collect and inspect the detailed information of the supplier. At the same time, although some enterprises have done the previous information collection work when selecting suppliers, they have limitations on the information collected, and often only pay attention to those information indicators directly related to supply, such as productivity, defect rate, timeliness and other indicators, and cannot comprehensively examine the supplier's ability as a whole, leading to the late breeding of some unstable factors. 2. Suppliers were not accurately classified and located, and classified management was carried out. Enterprises lack clear division and targeted management for different types of suppliers. Because the traditional supplier relationship is more competitive and antagonistic, enterprises often can't treat different suppliers differently under the influence of this idea. As a matter of fact, we know that the importance of a certain supply to an enterprise is different, so the importance of different suppliers is also different to the enterprise. Such an equal supplier relationship will affect the dissatisfaction of important suppliers on the one hand and dampen their enthusiasm, on the other hand, it will also cause a waste of resources and funds. 3. There is no real way to measure the value of suppliers from the perspective of supply chain. Most enterprises still insist that suppliers are external suppliers of enterprises, and procurement is only an auxiliary function to provide raw materials for enterprises. Therefore, these enterprises that think from this perspective simply do not consider the relationship between suppliers and themselves, and the impact of suppliers' development on themselves. Their starting point is how to maximize their own interests. From this starting point, they will not establish a long-term supplier partnership, actively help suppliers improve and develop, and will not include suppliers in the development and design of their own products. Even if some enterprises see the importance of suppliers to their own development, they can't jump out of the circle of focusing on maximizing their own interests, ignoring the interests of suppliers and the performance of the whole supply chain. 4. Lack of effective control and supervision is also a difficult problem for enterprises to control and supervise suppliers. Because the supplier is outside the enterprise, its information may not be completely revealed to you, and it is difficult for you to detect its production changes. Therefore, how to get the information of suppliers in time, how to know the production capacity of suppliers in time and how to ensure the quality of suppliers have become the thinking direction of buyers, so the control and supervision of suppliers has also become a difficult point in supplier management. 5. Supplier performance evaluation and feedback mechanism To maintain a long-term win-win partnership between supply and demand, it is very important to conduct correct performance evaluation and effective feedback to suppliers. Without objective performance evaluation and effective feedback, it will affect the maintenance and development of this long-term cooperative relationship between the two parties. However, in practice, enterprises either failed to establish an objective and effective supplier performance evaluation system or established an incomplete performance evaluation system, which led to incomplete and specific supplier evaluation. Or even if the evaluation is made, no effective feedback party is adopted or the feedback method is improperly selected, which either greatly dampenes the enthusiasm of suppliers, or excessively encourages and punishes them, resulting in rising costs and dissatisfaction of suppliers. These practices affect the further development of supplier relationship and deserve the attention of enterprises. Second, countermeasures and methods 1. Countermeasures to the problem of supplier selection (1) Establish supplier resources. The establishment of the resource database is mainly to complete the supplier survey, and use the survey supply information to lock the supplier selection range. At the same time, we should always monitor the changes of suppliers, observe potential suppliers, constantly replenish excellent suppliers and eliminate unqualified suppliers. In this way, it can solve the problem of randomly selecting suppliers when enterprises lack supply sources, reduce supply risks and improve procurement efficiency. (2) Conduct a comprehensive evaluation of supplier selection. In addition to investigating and evaluating suppliers' product price, qualified rate, accurate delivery and professional situation, we should also pay attention to the investigation and evaluation of suppliers' management level, personnel quality, financial situation, equipment stability, information technology and other aspects. Because the problem of one of these factors will lead to the interruption of supply or the occurrence of supply errors, only comprehensive evaluation can reduce this risk. 2. Classified management of suppliers We can adopt ABC classified management method for classified management of suppliers. We can classify the supplies according to the importance of ABC classification, so that the corresponding suppliers can be divided into the same category in turn. For example, a certain supply is very important to the production of an enterprise, so this kind of supply is a class A commodity, and the corresponding supplier who provides this kind of product is a class A supplier. Set up class B suppliers and class C suppliers in the same way. The advantage of this is to show the importance of different suppliers, and enterprises can adopt different supplier management strategies for different suppliers. For example, for a supplier, we can become a long-term partnership with him, focusing on long-term development and mutual progress; For C suppliers, we may focus on the short-term indicators such as how to ensure their quality, how to reduce procurement costs and timely delivery. 3. Look at the value of suppliers from the perspective of supply chain. From the perspective of supply chain, suppliers are not individuals who have nothing to do with enterprises, but partners closely related to the survival and development of enterprises, and buyers and suppliers become a whole interest. Therefore, enterprises should not only focus on their own development and maximize their own interests, but also help suppliers to develop and progress together. At the same time, they should let suppliers participate in the enterprise and even include suppliers from the beginning of product design. Sharing information in time, communicating in time, enjoying the benefits and maximizing the performance benefits of the whole supply chain, for enterprises, although the short-term benefits are not obvious, both sides have gained long-term benefits in the long run. Firmly deepened the cooperative relationship. 4. Effective control and supervision of suppliers For short-term suppliers, the contract agreement and other documents can generally be used to control and supervise suppliers well. However, for long-term partner suppliers, it is difficult for enterprises to effectively supervise and control suppliers because of the lack of contract constraints and time and space constraints. Therefore, the most important way to effectively control long-term suppliers is to realize the timely sharing of information and increase the transparency of information between the supply and demand sides. Therefore, enterprises need to apply information technology to establish an information exchange interface with suppliers, know the information of suppliers in time, find out the problems and analyze them in time, and on this basis, establish a comprehensive supplier evaluation index system to objectively evaluate the development of suppliers, and then guide, supervise and control them. 5. Timely supplier performance evaluation and incentive to fully mobilize the enthusiasm of suppliers, maintain and deepen the partnership, it is difficult to do without a comprehensive performance evaluation index system and appropriate incentive mechanism. The purpose of performance evaluation is, on the one hand, to supervise and control and ensure the quality of suppliers; On the one hand, it is the basis for encouraging or punishing suppliers. Therefore, it is the key to establish a comprehensive and objective performance evaluation index. We can use four categories of indicators to evaluate suppliers' performance: indicators reflecting suppliers' quality, indicators reflecting supply, indicators reflecting price and indicators reflecting support and cooperation. Then each of these four categories of indicators is subdivided to form a complete performance evaluation index system. Evaluate suppliers according to this. Through the evaluation results, we can give different feedback to the different performances of suppliers. For those suppliers with poor performance evaluation results, we should warn or punish them, and at the same time give corresponding guidance for their existing problems; For excellent suppliers, we should give some rewards to consolidate their behavior. We can mobilize their enthusiasm through the price mechanism, increase orders, more opportunities for internal participation, and more information sharing, so that they can realize the benefits of win-win cooperation. Of course, this kind of reward and punishment must embody the principle of fairness and consistency. Third, the summary of supplier management is very important for the long-term development of enterprises. Good supplier management can not only reduce enterprise costs, improve enterprise product quality, reduce inventory and meet customers' needs in time, but also enhance enterprise core competence and enhance enterprise competitiveness. Therefore, enterprises must pay attention to supplier management, pay attention to the problems arising in supplier management, realize healthy, good and long-term development of supplier relations, and finally achieve a win-win situation for both parties. References: [1] Li Shilun. On the management of enterprise procurement suppliers [J]. Contemporary managers (next issue), 26,(5) [2] Cheng Hui. Strengthening supplier management and establishing cooperative partnership [J]. Value Engineering, 25,(4)