供应商管理 SUPPLIER MANAGEMENT

gaowenhua

供应商管理（Supplier Management）是企业供应链管理中的核心环节，旨在通过系统化的方法选择、评估、合作和优化供应商，以确保原材料、零部件或服务的质量、成本、交付和合规性满足企业需求。高效的供应商管理不仅能降低采购风险，还能提升产品质量、缩短交货周期、增强企业竞争力.



Supplier Management is a core component of enterprise supply chain management, aimed at systematically selecting, evaluating, collaborating, and optimizing suppliers to ensure that the quality, cost, delivery, and compliance of raw materials, components, or services meet the needs of the enterprise. Efficient supplier management can not only reduce procurement risks, but also improve product quality, shorten delivery cycles, and enhance enterprise competitiveness

gaowenhua

[size=1em] 规划（Plan）——供应商开发与准入
[size=1em]（1）明确采购需求
[size=1em]产品/服务规格（技术参数、质量标准
[size=1em]供应商准入标准
[size=1em]资质        营业执照、行业认证（ISO9001、IATF16949、ISO13485等）
[size=1em]质量能力        质量体系、检测设备、过程控制能力（SPC、FMEA）
[size=1em]交付能力        产能、交货准时率、应急响应
[size=1em]成本竞争力        报价合理性、降本潜力
[size=1em]服务与配合度        沟通效率、问题响应速度
[size=1em]可持续性        环保合规、社会责任、ESG表现
[size=1em]现场审核（On-site Audit）
[size=1em]质量体系审核（QSA）
[size=1em]制造过程审核（如VDA6.3）
[size=1em]仓储与物流能力检查
[size=1em]📌 输出：《供应商审核报告》《准入审批表》
[size=1em]
[size=1em]2. 实施（Do）——合作与订单执行
[size=1em]（1）签订协议
[size=1em]采购合同
[size=1em]质量协议（Quality Agreement）
[size=1em]保密协议（NDA）
[size=1em]SOP（标准操作程序）
[size=1em]（2）小批量试产（PPAP）
[size=1em]样品确认（FAI：首件检验）
[size=1em]提交PPAP文件（生产件批准程序），常见等级3：
[size=1em]PSW（零件提交保证书）
[size=1em]FMEA、控制计划、MSA、SPC报告
[size=1em]全尺寸报告、材料证明
[size=1em]（3）批量供货
[size=1em]下达采购订单（PO）
[size=1em]跟踪生产进度与物流状态
[size=1em]执行IQC（来料检验）
[size=1em]3. 检查（Check）——绩效评估与监控
[size=1em]建立KPI指标体系（月度/季度评估）
[size=1em]4. 改进（Act）——持续优化与协同
[size=1em]（1）问题处理（CAPA）
[size=1em]发出《8D报告》或《纠正预防措施单》
[size=1em]跟踪根本原因分析与整改措施落地
[size=1em]验证有效性（如复检、过程验证）
[size=1em]（2）联合改进项目
[size=1em]成本优化（VA/VE：价值分析/价值工程）
[size=1em]质量提升（六西格玛、精益改善）
[size=1em]交付协同（VMI、JIT、CPFR）
[size=1em]5. 淘汰与更新（Close & Renew）
[size=1em]对长期绩效差（C/D级）的供应商启动淘汰流程
[size=1em]引入备选供应商，建立合格供应商名录（AVL / Approved Vendor List）
[size=1em]定期更新供应商库，保持竞争与活力
[size=1em]

[size=1em]

Plan - Supplier Development and Access
(1) Clarify procurement requirements
Product/service specifications (technical parameters, quality standards)
Supplier admission criteria
Qualification Business License, Industry Certification (ISO9001, IATF16949, ISO13485, etc.)
Quality Capability Quality System, Testing Equipment, Process Control Capability (SPC, FMEA)
Delivery capacity, on-time delivery rate, emergency response
Cost competitiveness, reasonable pricing, and potential for cost reduction
Service and cooperation, communication efficiency, and problem response speed
Sustainability, environmental compliance, social responsibility, ESG performance
On site Audit
Quality System Audit (QSA)
Manufacturing process audit (such as VDA6.3)
Warehouse and logistics capacity inspection
📌  Output: Supplier Audit Report and Admission Approval Form

2. Implementation (Do) - Collaboration and Order Execution
(1) Sign the agreement
purchase contract
Quality Agreement
Confidentiality Agreement (NDA)
SOP (Standard Operating Procedure)
(2) Small Batch Trial Production (PPAP)
Sample Confirmation (FAI: First Article Inspection)
Submit PPAP documents (Production Part Approval Procedure), common level 3:
PSW (Parts Submission Guarantee)
FMEA、 Control plan, MSA, SPC report
Full size report, material proof
(3) Batch supply
Place a Purchase Order (PO)
Track production progress and logistics status
Execute IQC (Incoming Inspection)
3. Check - Performance Evaluation and Monitoring
Establish KPI indicator system (monthly/quarterly evaluation)
4. Improvement (Act) - Continuous Optimization and Collaboration
(1) Problem Handling (CAPA)
Issue the 8D Report or Corrective and Preventive Action Form
Track root cause analysis and implementation of corrective measures
Validity verification (such as retesting, process validation)
(2) Joint improvement project
Cost optimization (VA/VE: Value Analysis/Value Engineering)
Quality improvement (Six Sigma, Lean Improvement)
Delivery collaboration (VMI, JIT, CPFR)
5. Close&Renew
Initiate elimination process for suppliers with long-term poor performance (C/D level)
Introduce alternative suppliers and establish a qualified supplier list (AVL/Approved Vendor List)
Regularly update the supplier database to maintain competition and vitality

gaowenhua

供应商类型特点管理策略
战略型少量高价值、核心技术深度合作、长期协议、联合研发
瓶颈型唯一来源、技术垄断风险备份、技术替代、加强沟通
杠杆型标准化、可替代性强招标比价、批量采购、压价谈判
常规型通用物料、低风险简化流程、自动化采购、VMI管理
Management strategy for supplier type characteristics
Strategic small amount of high-value, deep cooperation in core technologies, long-term agreements, joint research and development
Bottleneck type only source, technology monopoly risk backup, technology substitution, strengthening communication
Leveraged standardization, strong substitutability, bidding and price comparison, bulk procurement, price negotiation
Conventional general materials, low-risk simplified processes, automated procurement, VMI management

gaowenhua

风险类型应对措施
质量风险加强IQC、飞行检查、驻厂QC
交付风险多点供应、安全库存、产能审核
财务风险信用评估、账期控制、保险
合规风险环保法规（RoHS、REACH）、劳工标准、反贿赂
地缘政治风险供应链多元化、本地化采购



Risk type response measures
Strengthen quality risk through IQC, flight inspection, and on-site QC
Delivery risk multi-point supply, safety stock, capacity audit
Financial risk credit assessment, payment term control, insurance
Compliance risks, environmental regulations (RoHS, REACH), labor standards, anti bribery
Geopolitical risk supply chain diversification and localized procurement

gaowenhua

✅ 高层支持：将供应商管理纳入战略层面
✅ 跨部门协作：采购、质量、技术、生产共同参与
✅ 数据驱动：基于KPI做决策，避免主观判断
✅ 长期合作思维：从“交易型”转向“伙伴型”关系
✅ 持续改进文化：推动供应商共同成长

✅  Senior support: Integrating supplier management into the strategic level
✅  Cross departmental collaboration: joint participation of procurement, quality, technology, and production
✅  Data driven: Making decisions based on KPIs to avoid subjective judgments
✅  Long term cooperative thinking: shifting from "transactional" to "partnership" relationships
✅  Continuous improvement culture: driving supplier growth together