The comprehensive management of suppliers has become one of the strategic axes of modern management for the generation of "added value"; because being the first “link” of the Supply Chain, it allows to dynamize it; This situation is reflected in improvements in competitiveness, which translates into improvements in management capacity and, precisely, in generating "added value" in organizations.
In accordance with the above and with the purpose of building value, it is necessary to consider suppliers as their "strategic allies" and by narrowing their relationship, they are informed in advance of the requisition plan so that they are in charge of executing it in accordance with the established conditions of quality, cost, term and after-sales service; reason why its participation will be active and therefore; the parties will obtain mutual benefits; from the premise "WIN - WIN"; but to arrive at the commented situation; it is necessary to generate "trust"; since in this way, the supply chain is strengthened, which translates into low costs and therefore an improvement in competitiveness, via cost reduction;because as Michael Porter affirms "historical loyalty or problems with suppliers can affect input costs, access to supplies, during periods of shortages and services provided by suppliers."
Organizations having a supplier base that are coded, classified and segmented, guarantee, on the one hand, more reliable management, reducing the risk of provisioning; and on the other hand, it saves resources in its management and administration.
Organizations, without intending to, see their supplier base increasing every day and at a certain moment, they do not know how many they have and how many they have business relationships, incurring unnecessary costs.
Next, the Comprehensive Supplier Management is presented, which is defined as the process by which the organization ensures that it has in its Base, Registry or Template of Suppliers with the best, committed and willing to contribute to the generation of added value. to ensure that both parties obtain benefits; from:
_ Decrease and reduce Supply Chain costs, identifying
and eliminating costs that do not add added value to the process,
_ Promote and develop a process of continuous improvement within
suppliers, to make them more competitive,
_ Promote partnership and cooperation between groups of suppliers to
achieve a better position in the negotiation processes.
_ Guarantee the supply of goods and services to the external customer,
transferring part of the added value obtained in the chain, via
price reduction.
In accordance with the above and aware of the importance of suppliers in the supply chain to ensure the quality required by the client, Professor Kaoru Ishikawa in his work "What is Total Quality Control Japanese Mode" 3 when it refers to the providers, it raises:
"Between buyer and supplier there must be mutual trust and cooperation, and the decision to live and let live based on the responsibilities that companies have towards the public."
Continuing with the work of Professor Ishikawa, he proposes ten principles that must be followed to guarantee quality control between buyer and supplier, ranging from the responsibility of each of them for the application of total quality control, through independence, sharing information, making agreements and / or contracts, the supplier's responsibility to deliver quality goods, evaluation methodological agreements and the responsibility to always think of the end consumer.
For Porter, when he presents the five competitive forces on which the competitive strategy is based, suppliers is one of them. It starts from the basis that long-term business relationships must be established so that they contribute to the generation of added value, based on trust, transparency, basing those relationships on cost reductions and for which I propose guidelines such as taking advantage of economies of scale, integration, geographic location, and institutional factors of government policy.
Finally, Timothy M. Laseter6, notes the importance of creating a balanced sourcing model and for which he raises the need for organizations to develop organizational skills that allow a company to effectively balance its commitment to establishing Ishikawa Kaoru relationships. What is total quality control. The Japanese Modality. cooperation with suppliers and establishing competitive prices in such relationships.
Based on the above, a model is presented below that covers all aspects related to comprehensive management and supplier relationships. It includes six components, ranging from the policies and criteria that guarantee a selection that allows the organization to satisfy needs and requirements, to the procedure to exclude them from the registry, touching on the segmentation, evaluation, development and productivity aspects, as Observe in the following diagram:
Performance evaluation:
Once the segmentation of the suppliers has been defined, the next step is to establish how their performance evaluation has been, in order to:
_ Identify opportunities for improvement.
_ Reduce the risk of supply by reducing delays in the Supply Chain.
_ Give criteria to business managers to make decisions based on performance and thus give transparency to business allocation.
_ Enhance the supplier's capacity and / or contribute to improving their motivation.
_ Verify the behavior and monitoring of the supplier's compliance capacity. _ Ensure
that all suppliers are above the qualification defined as the Organization's strategic objective.
The fulfillment of the presented objectives depends to a great extent on the way the evaluation is carried out and to guarantee its effectiveness, the following methodology is presented:
_ Definition of the policies and procedures
_ Definition of the criteria with their weightings
_ Development and implementation of technological tools
_ Training internal clients
_ Presentation of results
_ Generation of improvement plans
Development:
Supplier Development is the set of integrated and coordinated actions aimed at strengthening relations with the organization's Suppliers.
When a Program of this type is implemented, what is sought is to increase the Productivity and Competitiveness of the productive chains of the suppliers that comprise it and that are part of the network that supplies raw materials, supplies and other goods and services that the organization requires, according to each of the defined segments.
A program of this type for the Colombian case is based on the fact that organizations currently find that 20% of suppliers supply 80% of goods and services and that 80% of suppliers supply 20% of goods. and services. (Relationship that in money has the same behavior: 80% of the purchasing budget is assigned to 20% of suppliers). This situation has given rise to a large number of suppliers classified as "small" that seek a participation in 20% of the purchasing budgets; but that by working in isolation, they cannot provide solutions to their internal problems to make them more competitive suppliers or, if possible, the qualification of "world class".
Productivity:
Supplier productivity programs, as well as development programs, have their justification in the social responsibility that large organizations have to punish small ones; because taking into account that in third world countries, a large part of the economy is managed by small businesses; This situation is hardly logical; since to avoid or to diminish the disarticulation that exists between the great company and the small suppliers; the latter must evolve at the same rate as large organizations; for:
_ Increase the level of productivity and competitiveness in suppliers, especially strategic ones, and thus contribute to improving the country's industrial fabric.
_ Participate in the benefits that the relationship earns wins generates.
The following graph shows what a Supplier Productivity Program is looking for:
Recognition and Exclusion:
The objectives of the supplier recognition refer to:
_ Report the results of previous periods and note their importance in achieving them.
_ Inform the Company's Strategic Plan regarding requirements with a view to more than one year.
_ Strengthen the Supplier Company relationship (Win Earn).
_ Publicly acknowledge the Suppliers that by segments have obtained the best evaluations.
_ Invite them to continue generating value for the chain. While with those of exclusion, the following is sought:
_ Rationalize the Supplier Registry to ensure that those that really generate value are available.
_ Decrease in costs and optimization of human, administrative, technological and computer resources
_ Establish the procedure to exclude a supplier from the organization's staff
_ Define the areas responsible for formalizing the exclusion.
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