[China Glass Network] Description: Purchasing is indeed a very sensitive department. The economic lifeline begins here. Purchasing each purchased material is not only the money of the company that is spent, but also the money spent on purchasing. The rise and fall of this enterprise.
1. The procurement department must be effectively monitored and controlled. It is necessary to take the responsibility of the public and the comprehensive strength of the talents. It is better not to have a single person, or a senior leader or even the boss himself.
Purchasing is indeed a very sensitive department. The economic lifeline begins here. Purchasing each purchased material is not only the money of the company that is spent, but also the money spent on purchasing to control the life and death of this enterprise. Small things may be caused by poor monitoring, and sometimes the consequences are due to the lack of self-interest or responsibility, and the lack of conscience. The quality of the purchase price is guaranteed to be discussed. Therefore, the quality and control of quality requires people to grasp. Only after standardizing the quality and technical requirements can we go to this category to find the suppliers in the circle, and achieve the three-price service price, so that the pre-advance price of supervision and inspection is the true cost.
A company I have worked on has set up a monitoring department in the procurement department: about 6 people in these departments. In addition to their normal work with warehouse receipts, they look at the surface problems, weight or visible quality. They also work on the market to find out whether the purchase price is reasonable. Is there a major problem? Their work and procurement are collaborative and contradictory. Although they only confirm the quality of the market that can find things, this also kills many large problems. Of course, for a big purchase from a manufacturer, it is really necessary to have a leader who is really familiar with the market to supervise and verify the rationality of purchasing things.
2. The focus of the purchasing manager's work should be on supervision and guidance, not on procurement.
A manager who wants to bring a bunch of people is going to pay a lot of effort. It's not that every day, like a screw, don't stop tightening each ring, go to remind each time, and participate in the specific details of each purchase. Even if he is to take up the procurement work, his energy is limited, and he will have a hard time to focus on preventing problems. Besides, if a purchasing manager is diligently involved in the procurement details, the buyer will feel responsible and responsible, and if something is done, the responsibility will be weakened, and the leadership will be guided many times. The inaccurate details of such purchases will occur, and the supplier will understand who can say it. To really make a good purchase, we must let the suppliers know that the market has the final say. It is the competition that has the final say. It is the competition of their competitors that is the result of fair competition.
3. The finer the procurement work of procurement, the better the decomposition. Appropriate and reasonable, 70% of the workload is better and moderate.
I am not saying that I am a person who is afraid of doing more things. But there is a philosophy that is right. The same person who works hard, he has no extraordinary ability. If his current workload is 1, he will do a perfect job. He will spend 10% of his efforts. Similarly, if he is working at 10 now, he may try his best to do 10% of his work in order to get the job done. There are too many transactions in the procurement. First, he will be coping with the work. He will not have the time and energy to do deeper work. The chances of his mistakes will also be higher, and the procurement leaders will pay less attention to his substantive things. There may be more places where corruption may occur. Relatively speaking, if a procurement workload is overloaded, then the leadership will solve the problem and it will become very normal and reasonable. The more things a person controls, the more things he does is not a good thing. The more so, the finer the procurement, the more information can be collected as long as the supervision can be collected.
So relatively speaking, we don't have to think about using more wages for a few employees. More than a few people have done a little more work, and there are fewer loopholes. These intangibles reduce the risk of procurement and eliminate the corruption. The benefits come from much more.
4. The purchaser must have a record of the procurement work, and should always summarize the report and analysis.
This is not a form, it is also a way to detect and supervise procurement. When the workload is relatively reduced, the manager has the right to request and should also do the work in this area. The procurement work is not only to deal with the production, but the key is to have innovation and analysis on your own business. Working with records can be cumbersome and many people are uncomfortable, but sometimes the record is better than the choreographer. Regular analysis, or analysis of major procurement events, managers can use these analysis reports to verify that these procurement information is accurate and effective. It is a different person, a person with a low level, and his unique analysis is also advantageous.
There is sometimes a misunderstanding in the employer. It is normal to think that the more someone does things, the more sloppy they are. I feel that as long as I have more jobs, my purpose is achieved, and things are done. In fact, without any work of recording and analyzing and summarizing, the leader will really not see some deep-seated things. Reasonable use of people, appropriate allocation of work, high standards require employees, plus effective control is a more perfect state.
5. Focus on the management of procurement information.
Purchasing information, all the information, materials, and even summary and analysis collected during the office process should be carefully managed, and there must be crisis management awareness. If the buyer does not do so, then the normal handover work is normal. Whether the original data exists, whether the customer base has an impact, contact information, whether the accounting transactions are clearly controlled, and so on. Therefore, the company should properly manage the information during each procurement work, and people can recruit again, but the information and experience can not be recovered.
6. The more detailed and detailed the buyer's own work is, the more well-founded and analyzed, the more powerful and lethal to the purchasing manager.
A person must lead and be convinced of his ability to work. First, he must be a person with a clear mind. It’s hard to pick up the details of a job for yourself. It’s hard for a leader to pick out your fault. Everything he does, respecting the leader’s colleagues, must be something that makes others less arrogant and let the people around them To test your ability to work is not to let the leader tell the leader through himself, he is very capable. This is a person who is open-minded and wants to do it with heart. Only when the details of the work are done, what kind of leadership will accept it. Of course, here I realize that doing things by people and doing the meaning of "same feelings will give alms, understanding will support". Do your own work, let the surrounding colleagues can sympathize with the difficulty of your work, get the sympathy of others, get the understanding of others, get along well with each other, and work will be smoother. I don't know how to be terrible, as long as I know how to communicate with others is a good direction.
7. The material supplier must have enough spare and replacement merchants.
The cultivation of suppliers takes time and effort. Due to changes in product structure, because the old suppliers cannot keep up with our needs, the old suppliers cannot complete the purchase orders, the quality cannot be guaranteed, and we are very difficult to get in the hurry. Find a good business to come in. Even sometimes we may sacrifice a short-term benefit, but also provide one or two available businesses for the material. In the less urgent list, give new customers enough time to experience the interest in participating in our cooperation. Sometimes doing business is to long-term fishing big fish. No one is willing to do business with the purchaser, and the purchaser is limited to a certain supplier. This is indeed the sorrow of purchasing.
8. The perfect cooperation of various departments to provide more solid technical support and quality management can effectively improve the quality and efficiency of procurement.
Sometimes if the technical data changes frequently and the time is tight, then the time left for the purchase is limited. There will be several endings here: one is that the task cannot be completed, the other is the sloppy task, and the third is the vulnerability. And the company will appear to be incompetent and let it go. If the technical problems are solved before the plan is completed, there will be no many reasons for the purchase.
9. Be fair and just from the beginning of proofing.
When proofing, the proofing workshop can better give more proofing reference materials, which can be distributed to many manufacturers, so that you can get a deeper understanding of the proofing quality while ensuring the comparison of each delivery period. The proofed product package is better blank packaging, does not display the factory name, only the number. This can avoid people who think that they are good, who is good, and who is not good. This operation is more transparent and fair.
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